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Article Summary: Taming Turbulence: An Examination of School Leadership Practice during

Unstable Times

Lynette ONeal

University of St. Thomas

Administrative Internship II

Dr. A. Patrick Huff

March 21, 2017

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Taming Turbulence: An Examination of School Leadership Practice during Unstable Times

In this article, Myers (2014) discusses the leadership tools and actions taken to improve

school climate. The introduction of the article discussed turbulence as a part of the school

atmosphere in the 21st Century that includes lack of support, constant change, communication

problems, and increasing tensions from outside and within organizations. Myers (2014) suggests

that school leaders should have a high capacity for decision-making, management, and taking

action to gain positive results in reaching their goals.

The purpose of the study was to examine the work of a high school principal who

managed a school environment during turbulent times. The goal was to get an understanding of

how leader competencies and organizational behavior relate to the management of the school

environment during turbulent times. The author sought the perceptions of other administrators,

teachers, staff, community members, recent graduates, and other stakeholders to get a firm

understanding of the principals leadership behavior.

The literature review addressed sources of turbulence in educational institutions and the

values that school leaders need to address obstacles that may arise. Specifically, Myers (2014)

discussed leaders having the capacity to manage, lead, and improve their schools that address the

decisions, actions, and behaviors of school leaders. According to Myers (2014), the activities that

occur in the K-12 setting must be analyzed to understand the attributes, proficiencies, and

limitations of school leadership practice.

Phenomenon research was the method used in this article. The author conducted a single

site case study of one high school principal at a southeastern Pennsylvania high school that

consisted of about 2,000 students. The researchers qualitative case study consisted of school

administrators, teachers, parents, community members, recent graduates, and the one school
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principal. According to the author, the intent was to determine how leadership behavior impacted

the school environment.

Data collection occurred over a 5 month period, beginning with an in-depth interview of

the school principal. After the initial interview, the researcher conducted observations of the

principal, performed data analysis, and completed a series of follow-up interviews to investigate

specific decisions and behaviors by the principal, as well as an exit interview. Semi-structured

interviews were conducted to gather information from the other school stakeholders. Data was

triangulated through onsite observations and document analysis.

The results indicated that the school experienced severe turbulence in the form of a

deadly meningitis case, a teachers strike, a bomb threat, and a bomb explosion at the school.

The school principals handling of these incidents helped to establish a reputation for the

principal in being able to handle crisis situations appropriately according to the author. Myers

(2014) suggests that the principal reframed the crises by looking at what occurred as

opportunities to grow rather turbulent conditions. The school principal used what occurred as an

opportunity to learn and reflect, thereby creating a sense of stability for the school community.

The principal consistently employed a team approach, getting other persons involved in the

decision-making. He relied heavily on his administrative team, tapping into their talents, and

maximizing what he already had in place to bring the school some success.

In addition, the principal had strategic emotional management according to Myers (2014)

because he was able to direct his emotion without allowing them to interfere with or harm the

way he operated the school. The principal showed himself to be responsible, trustworthy, and

proactive in his decision-making and his actions with the school community.
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The author concluded that the principal that was the subject of this case study had

aptitudes in communication, teamwork, emotional competence, strategy formulation, ethical

reasoning, and rational decision-making that allowed him to lead his school through turbulent

times and gain the trust of all stakeholders as their school leader. The author concluded that the

best practice of leadership should consist of understanding the potentials of human functioning

and organizational conduct, which necessarily involved continuous change.

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References

Myers, E. L. (2014). Taming Turbulence: An examination of school leadership practice during

unstable times. The Professional Educator, 38(2), 1-16.