ADVERSE EMPLOYMENT ACTIONS AND PUBLIC SCHOOL ...

have to be an act; it could simply be a remark made that drew the ire of the followers. The last
area where interpersonal strife with followers was identified was where administrators were seen
as lacking communicative skills or the ability to lead.
Second, administrators also suffered with problems within interpersonal relationships
with superiors that helped spur employment actions. In this vein of the issue, the administrator
experienced strife at varied levels. Assistant principals had failed relationships with principals,
principals with superintendents, and principals with school boards. The balancing of
relationships that must be achieved between followers and superiors is a truly delicate measure to
achieve.
Third, the issue at times carried over to strife with followers and superiors. While it could
be said that all cases of interpersonal strife involved both followers and leaders, the cases that
were assimilated herein held distinct issues with the faculty and the district level administrators.
These administrators could not achieve the proper balance between keeping their followers
happy and supportive of their work and keeping their superiors happy and supportive of their
work.
Upstanding behavior. This issue was distinct from all others insomuch that
administrators acted in good faith and the best interests of the school but were punished out of
retaliation for their upstanding behavior. This issue would have been distinctly one-sided in favor
of the administrator had they all reported the actions of the school in a timely manner. Of the five
cases, two were victories for the school because the statute of limitations on their action had
passed.
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