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Katchia Gethers: In the Business of Getting Better
Adams, Gabrielle; Yemen, Gerry Case OB-1443 / Published August 28, 2023 / 13 pages. Collection: Darden School of Business
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Product Overview

This field-based case uses the challenges an elementary school principal encountered during her first year as a seasoned professional in an underperforming school to set the stage for unfolding a framework on cultures, situations, and selves. The material also reveals elements of burnout, racism, and interpersonal and structural problems. The case allows an exploration of managers unconsciously placing greater expectations on high-performing women employees of color. The case opens with Katchia Gethers, a Black female principal of the second-largest school district in South Carolina, questioning whether to continue or leave. Pushback from some inside the school, critiques from individuals who want to keep Gethers in line with their views, and anonymous online attacks have left her questioning her own leadership. But Gethers has made a difference—the underperforming school showed signs of academic improvement. A strong circle of supporters among those she reports to and those who report to her encourage her to continue. This case would be suitable for MBA and undergraduate courses in organizational behavior or ethics. It could be used at the end of the module about developing self-awareness or about belonging and inclusion. This case can also be used to teach students about managing stakeholders with different interests and goals. The material touches on everything to which effective managers should pay closer attention throughout their careers.



Learning Objectives

(1) Understand, examine causes of, and explore remedies for workplace burnout. (2) Recognize that passion is not a substitute for compensation and identify when managerial practices become exploitative. (3) Consider ways in which systems can fail individuals, in particular marginalized individuals. (4) Apply culture cycle theory to understand how historical organizational culture could lead to missing the impact of culture and self. (5) Recognize that what’s best for the organization and what’s best for the employee may differ.


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  • Overview

    This field-based case uses the challenges an elementary school principal encountered during her first year as a seasoned professional in an underperforming school to set the stage for unfolding a framework on cultures, situations, and selves. The material also reveals elements of burnout, racism, and interpersonal and structural problems. The case allows an exploration of managers unconsciously placing greater expectations on high-performing women employees of color. The case opens with Katchia Gethers, a Black female principal of the second-largest school district in South Carolina, questioning whether to continue or leave. Pushback from some inside the school, critiques from individuals who want to keep Gethers in line with their views, and anonymous online attacks have left her questioning her own leadership. But Gethers has made a difference—the underperforming school showed signs of academic improvement. A strong circle of supporters among those she reports to and those who report to her encourage her to continue. This case would be suitable for MBA and undergraduate courses in organizational behavior or ethics. It could be used at the end of the module about developing self-awareness or about belonging and inclusion. This case can also be used to teach students about managing stakeholders with different interests and goals. The material touches on everything to which effective managers should pay closer attention throughout their careers.

  • Learning Objectives

    Learning Objectives

    (1) Understand, examine causes of, and explore remedies for workplace burnout. (2) Recognize that passion is not a substitute for compensation and identify when managerial practices become exploitative. (3) Consider ways in which systems can fail individuals, in particular marginalized individuals. (4) Apply culture cycle theory to understand how historical organizational culture could lead to missing the impact of culture and self. (5) Recognize that what’s best for the organization and what’s best for the employee may differ.