The District of Columbia Public Schools (DCPS) consists of approximately 4,500 teachers, 3,000 school staff members, and 300 school leaders. Unfortunately, these dedicated educators find themselves immersed in a deeply concerning and pervasive toxic culture characterized by Fear, Silence, and Intimidation due to Mayor Muriel Bowser's leadership.
As an educator bound by the responsibility to prioritize the well-being of children as a "mandated reporter," I felt compelled to take action against this harmful environment rather than remain loyal to it. Forbes
I aim to shed light on the detrimental practices present at one DCPS school yet pervasive throughout the District of Columbia school system. Additionally, the consequences that arise from these harmful leadership approaches, flawed practices, and directives targeted at educators ultimately harm our students educational outcomes and their families trust. My objective is to draw attention to these issues to raise awareness about the destructive effects and hopefully promote permanent cultural reorganization. Psychology Revenge Politics
It takes a lot for educators to leave their students and school family. However, what was once an exemplary culture of care and excellence at Boone Elementary has swiftly transformed into an intolerable toxic culture largely influenced by Mayor Bowser relentless revenge upon two whistleblowers. This shift in the school's atmosphere has become increasingly unbearable for numerous educators.
At present, all my former colleagues at Boone Elementary School are being targeted by the mayor's vindictive actions. Several co-workers have experienced the unfortunate consequence of job loss, while others have been subjected to retaliatory measures such as receiving unfavorable evaluations that ultimately contribute to their termination. Additionally, several teachers and staff read the tea leaves and departed Boone before the return to in-person instruction while some hopefuls remained optimistic for positive transformations that failed to materialize, ultimately leading them to make the decision of departing or continuing to remain hopeful.
But all have been gripped with fear and reluctance to voice their concerns about the unethical behavior they have witnessed and endured. The primary apprehension lies in imminent retribution and termination, simply due to their association either with the previous principal or myself, who has bravely exposed misconduct on the part of the mayor's unethical mandates and consequently faced severe repercussions.
Articles: DCist NPE NPR Washington Informer Diane Ravitch Tultican Daily Caller
After 27 years, terminated due to their association with two whistleblowers
It hurts deeply, that most recently, in June, '23, two of my former co-workers who have been dedicated and continuously rated highly effective employees at Boone Elementary for 27 years faced severe repercussions and more disheartening because ultimately they lost their jobs as result of having occasional association with the two whistleblowers.
Again, the unjust treatment experienced by my former colleagues hurts deeply and highlights the injustice within the mayor's administration. It is unconscionable for the mayor to impact the livelihood of innocent employees--three years from retirement; these individuals face retaliatory measures simply due to an indirect connection with employees courageous enough to expose wrongdoing.
Clearly, it is evident among the 8000 DCPS workers, to include case studies highlighting how unethical toxic forms of leadership impact teacher morale, influence psychological well-being, and even contribute significantly towards increasing absenteeism rates and attrition among educators.
Blind loyalty breeds toxic leadership
When loyalty to the leader is valued more than their expertise and competence, the result is a toxic culture where individuals are afraid to speak up or address issues. This is detrimental to effective leadership in schools, as it prevents open communication, effective systems, and department collaboration, including innovation and visionary school leadership.
The Mayor Bowser administration could learn from my leadership style of coaching/transformational: Leadership in schools should be about taking care of those under their charge, not asserting power and instilling fear. "Leadership is not about being in charge. Leadership is about taking care of those in your charge."
In addition, such misuse of power creates a sense of powerlessness and marginalization among educators. Moreover, when leaders show favoritism towards certain individuals who display unwavering loyalty it breeds a culture of injustice and inequity.
My intent with the current litigation is that all 8000 DCPS staff members affected by this toxic culture will be free of this environment of fear, silence, and intimidation. I hope the nearly 50,000 students are free from the negative mandates of toxic leadership who do not have their best interests first and foremost.
Final thoughts
"Not everything that is faced can be changed, but nothing can be changed until it is faced.”--James Baldwin
Toxic leadership within the District of Columbia Public Schools is a serious issue that must be addressed and must end. The consequences of such harmful leadership approaches, policies, flawed practices, and directives are far-reaching and have detrimental effects on students, their families, and educators across the 115 DCPS schools. The mayor and her administration no longer can play willfully blind; they must recognize the destructive effects of toxic leadership and take immediate steps to put an end to this toxic culture. It is no secret that its negative impact on highly effective educators and the overall educational environment.
In solidarity, my fight continues for us all to have a safe and supportive educational environment where all voices are heard, valued, and respected. And fear reigns no more within the District of Columbia Public Schools!
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