Diagnosis
Luther Academy (LA) is a private school owned and operated by a religious congregation. The school is run by its principal and vice principal; both of whom are directly answerable to the governing religious congregation. It has a transformational leadership style, and its management follows a contingency approach in running the school. LA is forming an advisory board whose members have a relationship to the school. It subscribes to social systems, emphasizes on teamwork, has an active parent-teacher relationship, a strategic plan and a collaborative conflict resolution mechanism.
LA has not defined discrete roles for its principal and vice principal. It follows a contingency approach rather than a classical approach in its operations, has no limit to personal and sick days for its staff, and has not embraced modern and efficient methods of communication (Palestine 2011).
Prescription
For its survival and prosperity, the roles of both the principal and her vice principal should be clearly defined to ensure orderliness and efficiency. While its efforts to promote its staff’s welfare are welcome, LA should put measures in place to avoid extravagance. Personal days and sick days should be regulated and strict procedures formulated and implemented. Teachers should not be left to set their own goals. Instead, they should be involved in the process. The school should have a robust website where it can post vital information for its stakeholders. It should have an e-mailing system for its faculty and staff; as opposed to using out-dated means of communication like the public address system.
Further, the school should use a well-structured standard operating procedure instead of using a contingency approach. Appointments to the advisory board should be done, strictly, on merit; not on grounds of a relationship to the school. This will foster efficiency in the board and avoid conflicts of interest.
Reference list
Robert, P. (2011). Educational Administration: Leading with Mind and Heart. Retrieved from
