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Lounge Talk

Read Case Study b4 Lounge Talk pages 23-27 in the attached Kowlaski textbook and answer questions 1-11 on pages 27.
Problem Framing

Assume you are Dr. Werner. First determine the main issue (problem) in this case. Then describe the current state and the desired state of this issue. (The section on problem framing in the Introduction section of this book defines the problem framing process.)
Based on evidence provided in the case, describe the dif-ficulty associated with eliminating the gap between the present state and desired state.
Questions and Suggested Activities
Share and critique the problem statements prepared by students in your class.
Do you agree with the teachers who are critical of Dr. Werner? Why or why not?
As principal, would you be concerned if teachers had vastly different expectations of your leadership style? Why or why not?
Do you think that Dr. Werner should spend more time in the teachers’ lounge? Why or why not?
Describe and then compare the leadership styles of the previous principal, Mr. Calbo, and the current princi-pal, Dr. Werner. Discuss the strengths and weaknesses of each style.
What evidence would you use to determine if a princi-pal was transactional or transformational?
What do you view as the strengths and weaknesses of a transformational principal?
Assume that Peter Weller has never informed Dr. Werner of the criticisms being voiced about her. Should he do so?
What, if anything, should Dr. Werner do to establish improved relations with the faculty and staff?
Do you believe that the four teachers in this case have behaved professionally by critiquing the principal? Why or why not?
One of the teachers, Jake Brumwell, suggests that Dr. Werner should pay more attention to good students. Do you agree with him? Why or why not?

Sample Solution

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