On Becoming an Ethical Leader

Christine A. Migliori

William Paterson University

 Abstract

The purpose of this research is discuss how the knowledge gained from EDLP 6110-070 Legal

and School Centered Issues will be used in my future role as a school-based administrator. The

information gained from the semester will referenced in relation to issues that will be

encountered in my role as a school-based administrator as related to all members of the school

community. The paper will refer to specific PSEL and NELP Standards as they pertain to legal

and ethical decision making in a school environment.

 On Becoming an Ethical Leader

Recruiting, Selecting, Hiring and Retaining Staff

(NELP Standard 7.1, PSEL Standard 7c, 7d, 7e, 7g)

The first area I have decided to address is the recruiting, selecting, hiring and the

retention of staff. This area is directly addressed by the NELP Standard 7.1, which states that

school administrators should “understand and have the capacity to collaboratively develop the

school’s professional capacity through engagement in recruiting, selecting, and hiring staff.”

("National Educational Leadership Preparation (NELP) Program Recognition Standards Building

Level", 2018) It is also addressed in the PSEL Standards 7c, 7d, 7e, and 7g; which state

“Effective educational leaders foster a professional community of teachers and other professional

staff to promote each student’s academic success and well-being.” (National Policy Board for

Educational Administration. Professional Standards for Educational Leaders 2015 ")

As a perspective administrator it will be of the utmost importance that I am familiar with

the policies, procedures, requirements, and laws that address the hiring of new staff members.

Regarding the hiring of new staff there needs to be a procedure in place and this procedure needs

to be followed for all new staff members. I will not be in the position to arbitrarily hiring staff

members based on personal convictions or feelings. The hiring if new staff is not based on my

personal needs, but the needs of the school. It will be my responsibility, as the school leader, to

ensure that all staffing decisions are based on the needs of thee school and the success of the

students. Using the guidelines set forth by Paterson Public schools as a guide; all staffing

decisions must follow the SOP( Standard Operating Procedures) for new hires. The procedures

include having a hiring committee (to help prevent cases of nepotism,) the posting of all

positions, the following of established district level interview guidelines, and the following of

local and state laws. The procedures are in place to ensure that the newly hired staff members fit

in with the community, will adhere to the mission and vision of the school, and ultimately strive

for the success of the students. It will my role as the school leader to ensure that the candidate

meets all the legal requirements of employment, including the appropriate certifications,
background checks, academic and professional testing requirements. At no point should there be

a question about a candidate’s qualifications or ability to perform all aspects of the position in

question.

Once hired it will be my responsibility to provide the novice teacher with an effective

mentor, professional development opportunities, and support to develop and retain the teacher.

Working with the new teacher to ensure that they develop into a highly effective member of the

staff and become a valued member of the community. By supporting all staff members I will try

to prevent the high level of turnover that does not foster student achievement, and “does not help

create the institutional memory that could prevent the school from reinventing the wheel” (Jacob,

2017, p. 136) from chronic employee turnover.

Evaluation, Communication, and Implementation

(NELP 6.3 and PSEL 9h)

The next focus area addresses how I will focus on NELP Standard 6.3 which states:

“Component 6.3 Program completers understand and demonstrate the capacity to reflectively

evaluate, communicate about, and implement laws, rights, policies, and regulations to promote

student and adult success and well-being.” (NELP, et. al. 2018) The corresponding PSEL

Standard states” Know, comply with, and help the school community understand local, state, and

federal laws, rights, policies, and regulations so as to promote student success.” (PSEL. et. al.

2015) As a school administrator it will be my duty to ensure that my school is in compliance with

all laws on the local, state and federal levels, as well as the rights, policies, and regulations that

are necessary to promote the success of my students. What this will entail will be my being

familiar with the laws regarding the individual needs of my students, whether they are general

education, bilingual education students, or students with a 504 or an IEP. As the leader of the

school I will need to ensure that all laws are being followed and no one’s individual rights are

being violated. In a leadership position it will be essential that I not only understand all the above

but am able to communicate to my staff and students the importance of adhering to these

guidelines. It will be necessary for me to remember the four I will be in a position where I am
expected to lead everyone in my community to an essential understanding of the legal rights of

all. the importance of the rights of all cannot be overstated. The most important duty I will have

as a school leader is to ensure that everyone is being granted their legal rights. There may be

some in the community who do not understand these fundamental principles, it is I who will be

tasked with making sure that they understand and fairly implement the policies, rules, and

regulations equally to all.

This communication will be in the form of mandatory professional development sessions

for all staff members. The professional development will address the legal, policy, and

regulatory measures that apply to the different members of the community. The professional

development sessions will be run by different members of the community, both inside and

outside of the school. Staff members, Child Study Teams, Guidance Counselors, Substance

Abuse Coordinators, and Child Advocates will address the staff members in the areas in which

they are most knowledgeable and versed in legal areas. I will also see to it that organizations

such as The New Jersey Bar Association is welcomed into the school to run workshops, and staff

members are allowed to attend out of school workshops with this organizations, and bring these

programs back into the school. On a personal level, I will continue to take classes in these

subject areas and will share this information with my staff.

If ever there is an issue that is not clearly understood, and is open to interpretation, I seek

out assistance in evaluating and understanding the issues at hand so that the correct information

in communicated to the school community. Nothing will be communicated to the community

until it is absolutely certain that the correct information is being shared. There will be an

overabundance of caution when it comes to respecting the rights of individuals, the

implementation of laws, policies and regulations set forth by the board of education, the state,

and federal government. If there is ever a doubt about information, it will not be shared until

proven credible.

A major facet of the school will to ensure that the students are knowledgeable and aware

of the above. This will be done by allowing students to participate in trainings about the laws,
policies, regulations, etc. that impacts their lives directly. as an administrator I will have the

shared goal amongst the community of “creating citizens of a democracy, the growth rather than

the repression of individual students,” (Hassenpflug, 2016, p. 27) as all will be fluent in the legal

expectations of them.

Understanding Ethical and Legal Decision Making

(NELP 2.2 and PSEL 9h)

The final topics for discussion deal with the ethical and legal decision making of

administrators. The ethical aspect of administration is the area where I feel most people will “trip

up” and is the source of most confusion. The PSEL Standards state a school administrator should

“know, comply with, and help the school community understand local, state, and federal laws,

rights, policies, and regulations so as to promote student success.” (PSEL. et. al. 2015) The

NELP Standards states that it is the role of an administrator to “understand and demonstrate the

capacity to evaluate, communicate about, and advocate for ethical and legal decisions.” (NELP,

et. al. 2018) Once again, this becomes a matter of seeking out the knowledge needed to make an

ethical and legal decision. But what is ethics? According to Professor Robert Starrett, “ethics is a

study of underlying beliefs,

assumptions, principles and values that support a moral way of life.” (Bowen, Bessette, & Cham,

2006, p. 3) One’s ability to interpret, evaluate and communicate and ultimately advocate legal

and ethical decisions will ultimately be determined by their willingness to be opened minded

when looking at a situation. As an administrator I will adhere to the following standards from the

NELP Guidelines:

Whenever there is a question, I will conduct exhaustive research to determine if my decision-

making process is sound. I will attempt to adhere to the guidelines for ethical and legal decision-

making processes established by professional organizations, board of education policy and local

legal guidelines. (NELP, et. al 2018) When trying to evaluate the ethical dimension of any issue

put before me, I will look to established ethical frameworks as guides. I will look to the scholars

before me and rely on established schools of thought when formulating a decisive plan of
actions. The final aspect will be the development of clear system of communication for all when

I advocate for ethical decisions. (NELP, et.al. 2018) I will remember what was discussed in the

first week of class and adhere to the 4 Virtues put forth by Ronald W. Rebore:

1. Prudence

2. Justice

3. Fortitude

4. Temperance (Rebore, 2014, p. 9)

Additionally, I will also put into practice the four reasons that all school administrators need to

know the law: self-preservation, professional confidence, protecting my

school/district/colleagues and the professional responsibility to my leadership.

In every ethical and legal decision, I am called upon to evaluate I will implement these virtues

and reasons, as my guide. I will remember that all decisions must not be made to satisfy or

gratify my personal reasons or inflate my own ego. It is never about me. By implementing this

philosophy in all decisions, I am called to make I will be acting fairly and in an equitable matter

for all. By doing so, and developing a reputation of being fair, consistent, and equitable, I will

hopefully, not encounter any issues in which my decision is called into question, and my

judgement is questioned. In my attempt to become an ethical leader I will remember that there

will be much attention paid to the moral aspects of my behavior and I should focus on “how

moral leadership might be practiced, to the why, the ethical imperative is clear; school leaders

have a special responsibility to all members of their organization to be informed, ethical and

capable moral agents who lead democratic schools.” (Bowen, et.al, 2006) If I remember,

embrace, and implement this philosophy I will hopefully be a strong ethical administrator in a

community that is democratic and fair in the practices set forth.

 References

Bowen, C., Bessette, H., & Cham, T. (2006). Including Ethics in the Study of Educational

Leadership. Journal of College and Character, 6(7). doi: 10.2202/1940-1639.1227

Hassenpflug, A. (2016). The Peril of Ignoring Middle School Student Speech Rights. The Clearing

House: A Journal of Educational Strategies, Issues and Ideas, 89(1), 23–27. doi:

10.1080/00098655.2015.1122566

Jacob, B. A. (2017). The Challenges of Staffing Urban Schools with Effective Teachers. The Future

of Children, 17(1), 129–153. doi: 10.1353/foc.2007.0005

Kimber, M., & Campbell, M. (2013). Exploring ethical dilemmas for principals arising from role

conflict with school counsellors. Educational Management Administration & Leadership, 42(2),

207–225. doi: 10.1177/1741143213499259

National Policy Board for Educational Administration. Professional Standards for Educational

Leaders 2015 . (n.d.). (National Policy Board for Educational Administration (2015).

Professional Standards for Educational Leaders 2015 .

NPBEA. (2018). National Educational Leadership Preparation (NELP) Program Standards -

Building Level. Retrieved from: www.npbea.org.

Rebore, R. W. (2014). The Ethics of Educational Leadership. Upper Saddle River, NJ: Pearson

Education.