Ethical Leadership Element 4B-4

The next Element 4B focuses on leader’s action that use relevant evidence and available research and data to make fair and ethical decisions. Our homework on district suspension and expulsion process was a good practice for me to start with the research before jumping into the conclusions. Before this research, I was not aware about supervised suspension classroom code. I assumed that all suspended students cannot be on school campus, however, I learned that the Board believes that it would be better to manage the student’s behavior by keeping the student at school and provide him/her with supervision. As an administrator, it is easy to make unfair decision if I do not take time to review data and research for effective decision-making.
John Harris, an executive director of Special Education also emphasized the importance to review multiple measures of data and research to provide effective management practices and decision-making. From John’s presentation, I have learned many new things that will be useful for my administration carrier and decision making. I have learned about Special Education funding, the IEP timeline and qualification process. Several real-life scenarios helped me to see things from a different perspective and think more like an administrator. Understanding of how California’s disabled students are served is the first step
Robert Starrat, the author of the book Ethical Leadership, has similar ideas about leader’s responsibilities. He says, “The leader is responsible for all the students, to all the teachers, to all the parents and to district officials and agencies governing the school. When those responsibilities conflict, the leader has to seek the course of action that most benefits the students while taking into consideration his or her responsibilities to the other stakeholders” (p.