Summary
Becoming a principal of a public or private high school is a great responsibility. As a rule, principals are hired in times of change, when schools need to introduce new revolutionary policies. Running a school can be challenging but also an enriching and inspiring process that requires understanding the past, present, and future. Equally important, school principals must be able to adequately manage resources, including financial and human assets. There has been a recent trend toward more trust in principals’ figures, probably as compensation for the overly democratic reforms of the past decade (Maniotis et al., 2018). This paper analyzes the case scenario observing the potential of the new principal, Donna Rensick, in Southside High School.
Answering the Questions
Applicants should carefully consider whether the position is the correct ‘fit’ for them. To gain a better perspective on this position, what are some questions that Mrs. Rensick may want to ask the superintendent during her interview with him?
The circumstances of the scenario suggest that Mrs. Rensick is highly likely to get the position if she presents adequate views on improving the school’s climate. However, before the parties agree and sign the contract, Mrs. Rensick should get a better idea of the school’s prospects, as her first steps towards implementing reforms will depend on this. Working with human resources is an essential element of management. However, directors often fail to cope with the flow of tasks and requirements that are sent ‘from above.’ If Mrs. Rensick starts reforms on her initiative, she must be at least partially sure that the innovations she has begun will not get in the way of other reforms in which she is not involved. Therefore, after finishing the interview with the school committee, Mrs. Rensick should ask Superintendent Harrison about the Prairie Glen Community School District plans that could create additional obstacles.
Then, funding is just as important, and the $5,000 allocated may only be enough for a minimal redecoration. Given the condition of the school described, PTA sections and interior design may require additional costs. It is possible that the school has old problems with engineering structures or needs to construct a new sports ground. Mrs. Rensick may inquire about the possibility of such an investment. Remarkably, the district has already made significant contributions by providing additional positions for five new younger teachers, an assistant principal, and a consultant. This is a good sign, as the district is ready to provide financial support to the school.
Mrs. Rensick should also ask about the history of the school and what resources have historically been used to guide instruction. Experience may be helpful as Mrs. Rensick can discover some cutting-edge decisions that helped the school run errands. For example, the school may have participated in competitions or societies in the past, had valuable college connections, or had good career counseling programs for students. Mrs. Rensick may also be interested in the achievements of old and new teachers to try to find points of intersection and common ground and understand areas of interest and preferences. Teachers are likely to be grateful to Mrs. Rensick if she starts to implement reforms, building on their experience and capabilities, and giving them a say in new initiatives (Hargreaves & Fink, 2006). Even those teachers who may initially resist change will become more accommodating if they see that Mrs. Rensick takes an environmental approach to reform and understands that the school is a living ecosystem, not a mechanism.
Would you hire Mrs. Rensick for this position? Why or why not?
I will hire Mrs. Rensick for this position if she shows an understanding of future reforms. She has the expertise and experience sufficient to run the management of this 400-students and 25-teacher public high school. Equally important, she possesses positive personal qualities such as confidence, observation, restraint, politeness, and positivist thinking. Her age and the nature of her past occupations indicate that she has a penchant for beauty and harmony and is firm enough to achieve success. Given her attitude to her past work, she is ready to accept victory but understands that it requires effort, consistent work, initiative, and leadership.
Equally important, given the age of Mrs. Rensick, she has enough energy and motivation to become a successful leader. This factor is very important because Mrs. Rensick will have to do a lot of work. Remarkably, the implementation of reforms can go quietly and favorably if Mrs. Rensick takes a positive approach to bring about change. She is sociable and open enough to create new, productive, and strong social ties with her professional environment and ensure a positive atmosphere among the teaching staff.
Is the position a good ‘fit’ for Mrs. Rensick? If she is offered the position, should she accept it? Why or why not?
The position is a good ‘fit’ for Mrs. Rensick, and she should accept it. Despite the apparent initial difficulties, this position will allow Mrs. Rensick to unleash her potential as a strong and considerate transformational leader. She knows how to distinguish between difficulties and has a structured approach to problem-solving. Mrs. Rensick also seems to have a creative and compassionate mindset, which would make her a good fit for the teaching staff. She enjoys interacting with people and being part of a larger ecosystem. Moreover, the role of the principal is her career choice, for which she has long and responsibly prepared.
Thus, the case scenario observing the potential of the new principal, Mrs. Donna Rensick was analyzed. Mrs. Rensick is a good choice for the Southside High School principality, as she demonstrates high expertise, energy, and understanding of school processes. She is likely to successfully implement the reforms expected from her, create a more positive atmosphere and improve the academic performance of students. Equally important, previous work experience testifies to her ability to work in a team, implying that Mrs. Rensick will bring teachers together and find ways for cooperative work.
References
Hargreaves, A., & Fink, D. (2006). Sustainable leadership. Jossey-Bass.
Maniotis, L., Kemerer, F. R., & Walsh, J. (2018). The educator’s guide to Texas school law, 9th ed. University of Texas Press.