(A glimpse into the forthcoming book “From the Principal’s Desk – A Journey of Lessons“)
Dr Arun Prakash
Ask someone what a school principal does, and you’ll hear things like “discipline,” “administration,” or “budget approvals.” But real leadership in a school goes far beyond these managerial tasks. It’s about shaping a culture. It’s about building trust, setting a tone, and making the school feel like a living, breathing community where everyone belongs.
I learned this lesson quite early.
It was 1995. I had been teaching in the same school for seven years when our principal decided to move on. I was asked to step in. At 34, I was one of the youngest in the faculty—and trust me, no one was in a rush to treat me like “Sir.” Even my secretary called me by my first name. I was passionate, idealistic, and maybe a little hot-headed. But I knew one thing for certain: leadership wasn’t about asserting authority. It was about creating alignment.
One of my first real tests came in the form of a formidable presence in our Hindi department—a towering intellect and a seasoned rebel. He was the kind who could start a war over a comma. Often, he was right. Always articulate, always passionate, and frequently at odds with any form of authority. He had friends in high places too, which made things more interesting.
When I took over, I did something most wouldn’t dare—I invited him for a conversation.
“I know you love to pick fights,” I said, “and honestly, I’m not shy of a good fight either. But what if we picked our battles together? Let’s not waste our energies on the petty stuff. Let’s choose issues that truly matter—ones worth fighting for.”
That honest exchange shifted something. He saw that I wasn’t playing games, and I wasn’t the kind to hide behind bureaucracy. I was genuinely here to improve the school, not control it. For the first time, he started working with the administration, not against it. He began to see the challenges we faced, and I began to appreciate the weight behind his concerns.
That moment shaped not just our relationship—but the culture of the school.
Since then, I’ve carried that approach wherever I’ve gone: open dialogue, genuine listening, and strategic resistance. Leadership is not about winning every battle—it’s about choosing the right ones.
You see, there’s a fundamental difference between a managerial head and a transformational leader. A manager keeps the system running. A leader makes sure the system is worth running. A manager fears friction. A leader knows some friction is necessary—to spark ideas, to challenge assumptions, to evolve.
And a leader is defined not just by policies, but by values: inclusivity, ethics, and innovation.
Inclusivity isn’t just admitting students from different backgrounds—it’s creating an environment where every child, teacher, and staff member feels respected and heard. Ethics means being transparent, fair, and courageous, even when it’s inconvenient. And innovation is not just about tech and gadgets—it’s about new thinking, fresh approaches, and the courage to challenge outdated norms.
So yes, school leadership goes far beyond administration. It’s not about being the most feared figure in the room. It’s about being the most trusted one. It’s about creating a space where difficult conversations are welcomed, not avoided—and where even the rebels feel they’re part of a shared mission.
That’s the kind of leadership that shapes a school culture. That’s the kind we need.