The role of the director in the life of the school. The best school principal is a former teacher, not an outside manager. What the professional role includes

The role of the leader (director) in the management of a modern school. The head of the school (head of the school) is a key figure in the field of education, determining the success of the implementation of the ongoing changes in education. According to many experts in the field of pedagogical management, the director of a modern school is an effective leader with such qualities as: competence; sociability; attentive attitude to subordinates; courage in making decisions; ability to creatively solve problems. An effective head (director) of a school is:     a creative person who is able to overcome stereotypes and find non-traditional ways to solve the problems facing the school, create and use innovative management technologies; a person who constantly works on himself, on his professional and personal qualities; a strategist who sees the prospects for the development of his school for several years ahead; a person who inspires the teaching staff by his example. Professor Alma Harris, director of the Leadership Research Center of the Institute of Education, University of London, believes that there are a lot of skills and competencies that a modern school leader (director) should possess, but the most important thing is the ability to form a team of teachers. It is the teacher who works directly with the student, and therefore the director must believe in the teacher, trust his opinion and admit that he can understand some issues better than him. In recent years, significant changes have taken place in the Kazakh school. The educational process is being saturated with modern educational, technological equipment, teaching aids and educational complexes. Innovative educational technologies are being introduced into the educational process, and not at the level of replacing individual parts, but at the level of conceptual changes that require the training of qualified teachers of a new formation. Schoolchildren of the 21st century differ significantly in development from schoolchildren of the 20th century. Under these conditions, the functions and role of the head (director) of the school change significantly. On the one hand, the headmaster is an effective manager, since today the headmaster has to carry out a lot of managerial functions - managing the budget, interacting with the public, interacting with higher management, etc. Organization management skills are becoming more and more important every day, and the director has no time to engage in pedagogy. Peter Drucker, the founder of modern management, based on long-term observations, came to the paradoxical conclusion: "strong professionals", excellent specialists in their field, rarely become good leaders. This is due to the fact that management is a very special type of professional activity, the result of which is directly related to a person's personal efficiency. On the other hand, within the framework of great freedom, the director of a modern school, in addition to management theory, must understand modern educational paradigms, and priorities, and promising educational technologies.

Many experts believe that it does not matter what education the headmaster has, but he must have pedagogical experience: “Any headmaster must“ stand at the bench, ”at the blackboard in the classroom, have teaching experience. Otherwise, he will not be able to be an effective school director. Maybe he will be able to manage the school budget well, but he will not be the headmaster in the real sense of the word. " Professor Alma Harris, director of the Center for Leadership Research at the Institute of Education, University of London, shares a similar point of view: “Modern principals need to be able to effectively, efficiently and intelligently manage a school. But for a school that is experiencing serious difficulties, just a good manager is not enough. She needs a director who, by her own example, can show what a good lesson is, because in problem schools, as a rule, there are few good teachers, and teachers simply have nowhere to take examples of high-quality teaching practice. In this situation, the director should be able to do everything himself. " In practice, when the director has a lot of managerial and other tasks, it is difficult to demand that he be an effective manager and an effective innovator in terms of pedagogical technologies. According to a number of researchers, today there are four main types of school leaders (principals):     “authoritarian business executive”; "Democratic business executive"; "Authoritarian leader"; "Democratic leader". At the same time, two of them are most often encountered: "authoritarian business executive" and "authoritarian leader", the most popular of which is "authoritarian business executive". Unfortunately, such a combination, when the director is both a talented teacher and an effective manager, is possible only ideally. Authors' schools are close to him, where the director is himself a generator of innovations. According to experts, “personal example and personal relationships that the director builds are key. A great manager who does not like people, a great manager who is not a teacher cannot run a school. " For the most part, effective leaders are not born, but become. You can gain knowledge and skills of effective management through special training. At the same time, this can be achieved through self-education. In all cases, appropriate motivation is needed: personal ambitions (I am no worse than others), the desire to make a career (the soldier who does not want to become a general is bad), school patriotism (my school is better), the desire to earn money (the better you work, you get more). In modern times, the head (school director) is a coordinator, a social builder, a bearer of everything new, progressive and democratic. Based on various management principles, the leader uses in his work an individual approach to teachers, taking into account the person-centered approach. One of the options for a human-centered approach to the socio-psychological and culturally ethical aspects of management is the Dale Carnegie system, which he outlined in his famous 10 rules: 1. Start with praise and sincere recognition of the dignity of the interlocutor. 2. Point out the mistakes of others not directly, but indirectly. Direct criticism is useless because it forces you to defend yourself. 3. First talk about your own mistakes, and then criticize the interlocutor.

4. Ask your interlocutor questions instead of ordering them. 5. Give people the opportunity to save their prestige. 6. Be generous with praise. 7. Build people a good reputation, which they will strive to maintain and justify. 8. Encourage. Give the impression that mistakes are easy to fix by making whatever you induce people to feel easy. 9. Make people enjoy doing what you want them to do. 10. Let people save their face. "Effective manager" is a conventional concept denoting an ideal leader who knows the main provisions of management theory, who knows how to effectively implement them in practice, and is characterized by high professional competence. An effective leader in modern society is one who knows how to correctly set and solve problems. There are plenty of methods and trainings on how to become an effective school director - choose according to your taste. For example, the methods of Peter Drucker, who believes that in order to become a successful leader, first of all, one must learn to manage oneself, because "the ability to manage is different for all people, but others are successfully managed by those who know how to lead themselves, their actions and decisions." Used literature: 1. Bolshakov A.S. Management. Tutorial. SPb .: "Publishing house" Peter ", 2000.160 p. 2. Intraschool management: Questions of theory and practice. Ed. TI Shamova. M., 1991. p. 352 3. Isaev IF School as a pedagogical system: Fundamentals of management. M .; Belgorod, 1997, p. 286 4. Kustobaeva E. Managerial culture of the director: adequate self-assessment. Public education. 2002. No. 1. 5. Pedagogy. Ed. P.I. Pidkasistogo. M., 1998. p. 452 6. Management of a modern school: A guide for the head of the school. Ed. M.M. Potashnik. M., 1992. p. 298 7.http: //5fan.ru/wievjob.php?id\u003d8015

Recently, in my papers I dug up old handouts for the management skills training that I conducted in 1996 ... I don’t even know whether to admire or be horrified :) for this anniversary. For 20 years I have been working with managers of very different levels, but, as practice shows, the problems in their work remain the same. I'm not afraid of this word - "eternal" problems :).

One of these "eternal" management problems is adaptation of a manager to a new position... The nature of the personnel reshuffle is not important: promotion or demotion, transfer to a new area of \u200b\u200bwork / to a new department or organization / to a new large-scale project, etc. It is important that such movements are often not carried out on the initiative of the employee himself (" I was offered, well, I agreed"), and do not always coincide with his career and work expectations (" Actually, I would like to work in a position ... and I would be more interested in doing ...A career choice (“fork”) is offered, where each alternative has its own “pluses” and its “minuses.” This choice is not always simple (something has to be sacrificed), and from the point of view of psychology it is a situation of professional stress, and sometimes even leads to a professional crisis.

The most severe stress occurs when a manager "jumps" to another career level: he was an ordinary employee, but became a lower-level manager (foreman, head of department, etc.); was a specialist, but became a middle manager; was the head of a division, and became a top manager, heading an entire enterprise or responsible for a separate line of business / market of the company. Psychologically, the most difficult thing is to "jump" from an ordinary employee (or specialist) to a lower / middle level manager. Especially if you need to manage your colleagues with whom you talked on equal terms yesterday. And today you are no longer "yours", but "bosses" :). It is necessary to change the entire previously formed system of relations, to re-"put" oneself in the team already in the role of a leader.

How to do it \u003d\u003d\u003d\u003e

Entering a new leadership role can be called professional adaptation of the head... I recently came across a monograph A. Reana "Psychology of personality adaptation. Analysis. Theory. Practice" (M, Prime-Euromark, 2008; leaf through;)), which has a pretty good chapter on management adaptation.

I will bring her short summary(plus some of my comments, plus some valuable usefulness at the end;)), I hope it will be useful for novice managers:

"...term "adaptation"can be used in relation to a situation when an employee is appointed (his own or accepted "from outside") to a managerial position. In this case, we can introduce the concept of "managerial adaptation" ("adaptation of the manager"), by which we mean the process and the result of active balancing with the changed professional environment, which allows to effectively achieve the goal and is based on a number of personal new formations. "

I will translate from the psychological language into the usual one :) If you want to be effective in a new position - learn, develop, change yourself! "Personal neoplasms" are new knowledge, abilities, skills, habits, competencies, etc.

"The adaptation process is especially important for a specialist, appointed to a senior position for the first time... As our pilot studies have shown, about 43% of the surveyed managers experienced difficulties at the very beginning of their managerial career, another 18% described their then situation as very difficult. This was most often due to a lack of management skills and only secondarily due to a lack of specialized knowledge. "

I will add on my own ... I conducted such questionnaires among senior managers. In fact, 100% of executives experience difficulties early in their careers :). The only question is how they perceived these difficulties then, and how they remember it now. It depends on the personality traits: there are optimists who "do not dramatize"; have high self-esteem (and believe that "everything is normal, everything is under control"); and there is a property of human memory to selectively preserve mostly good memories. As a rule, even if in the questionnaire a person answers that at the beginning of his career there were no difficulties at all, then during an in-depth interview with him, he recalls a bunch of these very difficulties :)). He just treated and treats them relatively easily.

Those who immediately recall the beginning of their managerial career as "very difficult" have either objective reasons (the company was in a deep crisis, and the beginning of their career happened as an anti-crisis manager), or their career began with some serious mistake, and this they remembered a life lesson for a long time.

“As recent studies by Australian scientists show, well-established engineers are not natural leaders at all. This is primarily due to the fact that many engineers, who turned out to be leaders of large organizations, mainly focused on achieving short-term benefits. As a result, the strategic objectives of survival and development turned out to be in the background, which inevitably led to difficulties with changes in the environment ".

A typical story :). It is very difficult for a person who is accustomed to be responsible for a specific limited area of \u200b\u200bwork to break away from micromanagement and switch himself to the mode of seeing the whole - strategic perception. That is why for newly minted leaders (even if they are not top management) courses / trainings / coaching will be extremely useful on strategic management and systems thinking.

"According to renowned management consultant Peter Fischer, the newly appointed manager should consistently decide the following seven tasks:

- actively meet the expectations of higher managers, colleagues and subordinates;

- establish and develop productive relationships with key people in the organization;

- constructively analyze the current situation from the point of view of the structure of interactions and development prospects;

- to develop a motivating range of immediate and promising goals;

- to establish a positive climate of transformations based on all the positive potential accumulated so far;

- effectively initiate these transformations with the involvement of all employees;

- use symbols and rituals productively. "

Please note that here are not only the tasks of managerial adaptation, but also tips on how to solve them;)

-communications, purposeful building of relationships with all stakeholders;

-goal setting(moreover, a certain novelty of these goals is important, so that the subordinates feel that "the new broom is sweeping in a new way" :));

OWN motivation system(here it is important to understand that any organization has certain motivational resources and mechanisms; but their effective use depends on the specific leader. It is extremely important for a novice leader to master the available motivational tools, demonstrating to subordinates what "sticks" and "carrots" he can and will use: ))

"This is how IP Volkov describes the specifics of managerial adaptation in the most difficult, perhaps psychologically, situation - the appointment to a grassroots leadership position for the first time:

Let's say you have been appointed to the position of foreman for the first time. You still do not have enough experience in organizational activities in production ...

First of all, you need to get to know the people with whom you will work. Then you should study the state of production, the equipment of workplaces, the organization of labor, the availability of technical documentation. You must also assess the level of labor and moral and political activity of workers, understand the relationship in the team. Start your acquaintance thoughtfully, slowly, talk individually, take your time with a meeting of workers. Meet the heads of all departments in the shop.

Having orientated in the situation in general terms, it is necessary to outline an action plan for "entering" a new position. This “entry” is not a matter of one day or even one month. For some newcomers, this process takes one and a half to two years. It takes experience to feel confident in various situations. It is necessary to psychologically master the situation not only on your site, but also in the shop, even in adjacent divisions. Then confidence in decisions and actions will come. "

* * *

“We conducted a survey of 231 subjects (managers of various levels of organizations and enterprises, seniority in managerial work ranged from one year to 16 years). They were asked an open question:“ After the first appointment to a managerial position, I faced the following difficulties:. .. ”A detailed analysis of the received answers showed that they can be divided into two fairly homogeneous groups.

The first group of responses from executives respondents is difficulties in goal assimilation and goal settingwhen entering a new management activity. The most typical answers in this group were: “I didn’t know where to start work”, “I didn’t understand the tasks we were facing”, “It was difficult because there was complete uncertainty”, “It was difficult to navigate and explain to people what we would do further "and so on.

The second group of answers - difficulties in dealing with subordinates... Here are the answers that describe the difficulties in uniting, rallying everyone around a common cause, problems in relations with older subordinates, fear of being alone before starting a new business, etc. The most typical answers in this group: “It was difficult to establish business relations with some employees, since I myself used to be their subordinates "," More experienced employees and those who had a long work experience, treated me critically "," Faced with low production discipline, incompetence of a number of employees, "etc."

"Based on the literature data and the results of our own research, we can approach the description of the main personal neoplasms of the adaptive leader.

First, a new leader (especially one who has received a leading position for the first time) needs to move to a different level of goals, which become broader and more complex in quality. If earlier the scale of tasks was not high and they were rather narrowly specialized, now the leader is faced with goals that are closer to the global goals of the organization.

So, the first important personal quality that a manager should develop after his promotion is the ability to identify, operationalize the global goals of the organization, turning them into the goals of the unit and tasks for subordinates.

Secondly, after being appointed as a leader, it is required to develop anew or expand the set of techniques, ways of interaction between the manager and his subordinates.

The second significant personality neoplasm for a manager in the process of his adaptation to new management activities is the expansion of his role repertoire, adequate development and execution of roles, taking into account the characteristics of the new professional activity. "

Knowledge of the strategic (global) goals of the organization;

The priority of consistency and global goals over the private and momentary goals of the unit;

The ability to formulate the goals of the unit, taking into account the global goals of the organization;

Ability to decompose goals to the level of personal tasks.

Everything seems to be correct, but three important points are missing... Goal setting - communication process that strongly depends on the corporate culture of the company... For example, in some companies a list of global goals hangs on every wall, while in others it is a secret sealed with seven seals. In some companies, top management is open to discussing the consistency of divisional goals with organizational ones, while others have adopted a policy of "you somehow do it yourself" (but if "yourself" do it wrong, they will punish!). And many novice leaders "don't know what to do" precisely because they find it difficult to fit into "goal communication."

And the second point: goal-setting is very closely related to planning and execution... It is not enough to "cut" tasks to subordinates. These tasks must be planned; communicate plans to subordinates; initiate the execution of the plan; coordinate and assist (as needed); monitor the implementation of tasks / plan. In my consulting experience, behind the words of novice managers “I don’t know what to do”, in fact, there is not a weakness in understanding goals and setting goals, but other links in the chain - planning, coordination, control, etc.

And third: it is impossible to organize other people if you yourself are not organized! New leaders often do not understand that the higher their management level, the more their personal self-organization affects the organization as a whole. If the manager does not set any goals / tasks for himself personally, does not plan his working day, does not own at least the "basics" of time management, if he does not have his own system of self-organization, then what kind of goal-setting and goal-setting in the unit / organization can we talk about ?!

And another opinion: unlike A. Rean, I would not reduce the second "neoplasm" to expand role potential... Of course, a good leader must be guided by the role structure of the group, as well as be able to recognize and model his own role (s) in the work collective. But in reality, most "communication problems" with employees do not require any particular role flexibility or role reversal. For this individual communication skills or skills are enough... For example, such a skill may be the ability of a leader to communicate with difficult people, defuse conflict situations, reduce stress levels, etc. Individual psychological trainings are devoted to "pumping" such individual communication skills, a review of which I gave in this post: Psychological trainings for a leader - what to choose?).

Can be described four stages of the manager adaptation process(they are presented as pairs of opposites: on the left is the result of a successful passage of the adaptation stage, on the right is the result in case of unsuccessful adaptation).

1)Target identification - lack of vision... The first thing that begins the process of adaptation of a manager is a clear understanding of the global goals of the organization, its mission and philosophy. These long-term benchmarks should combine efforts and underlie the work of all parts of the organization. Proceeding from this, the manager should be very clear about the goals facing the unit that he was assigned to lead, as well as the goals of other main divisions of the organization, and above all those with which he has to interact directly. This stage of adaptation of the manager is based mainly on the operationalization of global goals.

2)Distribution and Organization - Detached Management... At the second stage of the adaptation process, the problematic task is to define tasks for subordinates (based on global goals), as well as to organize their joint work. Along with the availability of special knowledge, this requires the implementation of basic management functions, the establishment of a network of interpersonal contacts, the organization of information flows and decision-making.

In the implementation of these tasks, the planning of both joint work and the activities of other departments (employees) becomes important.

3)Solving a new challenge - broadcasting instructions... At the third stage, the manager, who has understood the goals of the organization and the department, who has managed to organize subordinates to fulfill the plans already outlined, now needs to direct joint efforts to solve a relatively new task - for example, the introduction of a new method of organizing production.

The successful solution of such a task will allow the manager, on the one hand, to recognize his subordinates in somewhat unusual conditions, and on the other hand, to show others and himself that he is a real organizer. This gives you the necessary confidence in yourself, in your subordinates and in the common cause. Successful completion of the third stage implies that the manager will delve deeply enough into all the subtleties of the new task, "accompanying" the course of its solution from start to finish. At the same time, he will be required to update the entire range of his managerial roles, but references to the global goals of the organization and their "decomposition" for subordinates are gradually fading into the background.

When a manager cannot offer anything relatively new, being only a transmission and distribution element in the management hierarchy, there are great difficulties of authority among subordinates. The holistic picture of interpersonal interaction is violated and significantly impoverished, autonomous functional subgroups are formed, even the emergence of personally significant problems does not contribute to the convergence of the points of view of the minority and the majority.

4)Initial Delegation - Online... The main problem of the final - fourth - stage of the manager's adaptation process is the formation of the skill of assigning tasks and delegating authority. To do this, it is necessary to determine, based on the results of the joint work, several (or at least one) subordinates, who could be entrusted with the independent execution of an integral part of the work. Gaining the first experience of assigning some of his responsibilities to competent and executive subordinates, the manager gets the opportunity to better coordinate the work of the unit and pay more attention to promising goals. Self-analysis of what has been achieved can be of great benefit, identifying the strengths and weaknesses of your management style in order to improve it. In these conditions, the use of roles and the concretization of global tasks for each subordinate are somewhat reduced in volume.

When a manager cannot determine the circle of subordinates capable of working quite autonomously, this leads to the need for constant total control, which, in turn, causes inevitable nervousness, haste, and the impossibility of long-term planning.

Successful completion of all four stages leads, in our opinion, to a fairly complete adaptation, that is, to the development of skills for interacting with management and subordinates to achieve the goals of the unit and the organization.

On my own behalf, I will add that I generally agree with the identified stages of adaptation. But the problem is that, for example, a situation can easily arise when a new manager is appointed to a newly created division / to a completely new direction of work or project... That is, he immediately enters the third (in A. Rean's model) stage of adaptation, and he has to "give birth" to new tasks at his own peril and risk. At the same time, it is extremely difficult to tie them to the strategy (stage 1) and well-established business processes (stage 2).

But I agree that even if a completely new task arises for a new leader, it still makes sense to take two steps back, and first decide on strategic priorities; then build some kind of work / communication system; well, and only then to innovate.

Further A. Rean offers a holistic two-dimensional model of management adaptation... At the initial (1 and 2) stages of adaptation, it is important to determine the operationalization of global goals, and at the subsequent stages (3 and 4), communication skills and abilities become more priority (Rean calls this "role expression"). The two-dimensional model looks like this:

"As follows from the scheme, at the first stage of adaptation, the skills of operationalizing global goals play a leading role, at the second stage, both personality neoplasms are already involved (role behavior is added), then the performance of roles for solving a new task comes to the fore and, finally, at the last stage these two qualities are involved to a lesser extent, which means the completion of adaptation. "

Durationpassing through the four stages of adaptation can be different. If everything turns out well, then you can turn from a novice manager into a seasoned manager :)) in about one year. If difficulties arise at some stages of adaptation, the process can take 2-3 years.

According to A. Rean adaptation to a leadership position may not be successful... But this does not mean that the manager is incompetent, or that the career has finally come to a standstill. The best solution would be to lower the official level or return to the previous (or similar) position, but at a higher professional level (i.e. with more functionality, responsibility, authority, remuneration, etc.).

And in conclusion, as I promised, the most interesting thing! ;) Rean believes that the success or failure of the manager's adaptation to the new position can be predicted... And for this purpose, he developed the POMA test questionnaire - Predictive Managerial Adaptation Questionnaire ( ). There are only 32 questions, you can answer in 5-10 minutes.

If you get 23 points or less - welcome to my coaching! - write to [email protected] , let's agree;)

If you liked / was useful this text, be sure to

05.06.2015 9 619 0 Reading time: 14 min.

In this article, I want to cover the main the role of the leader in the team and management of the organization... The success of any company, any business structure, at least half depends on its leader, who has to perform several functions or roles at once. Next, we will consider what these roles and functions of the leader are, what each of them is, how to perform it correctly, and how to develop the ability to fulfill these roles. I think that all current and future leaders of any level will be interested in this.

Team Leadership Roles

So, any modern leader, regardless of what and by whom he manages (a large or small enterprise of any form of ownership, structural unit, department or any work collective), in order to be effective, must combine at least 6 roles:

Diplomat.
Professional.
A member of the team.
Manager.
Businessman.
Master.

It is the fulfillment of all these 6 roles and functions at the same time that a manager differs from an ordinary employee. Even if at least one of these roles is not fulfilled to the proper extent, he will not be able to effectively manage, from which his own business will suffer (if he runs his own business) or the work of the enterprise or its structural unit (if he performs managerial functions there. ). The leader always has a great responsibility to fulfill all these roles and functions, and he must be able to cope with it.

Now let's look at all these roles and functions of a leader in managing an organization in more detail.

Leader Role # 1: Diplomat

First of all, the leader of any team must perform diplomatic and representative functions in it. That is, he must represent the interests of the team and its employees in negotiations with higher management, the interests of the business unit in negotiations with clients. In addition, this includes the role of the leader in maintaining a healthy socio-psychological climate in the team: he must diplomatically resolve conflicts between employees and motivate them to productive work.

What does the role of a diplomat include?

The leader must develop and improve his own, the ability to negotiate, the ability to listen and hear other people;
The role of a leader is always the role of a psychologist in a team: he needs to be a psychologist for each of his subordinates individually and for the team as a whole. Therefore, it is necessary to study and apply in practice the psychological aspects of team management;
The leader must be convincing, be able to build his speech clearly and competently, inspire confidence;
The leader's words should never be at odds with the deed, he should have an impeccable business reputation;
If the manager was wrong, he must admit it and apologize, including to his employee.

Leader Role # 2: Professional

Any leader must be a professional in their field. He must use his own to achieve the goals and objectives set for the team, be an example in the eyes of his employees. The role of a leader in a team is always the role of an expert, to whom each employee can turn for professional help.

What does the role of a professional include?

The leader must have an expert level of knowledge in his field;
The manager must be able to perform the work required of employees at a level no worse and even better than theirs;
The role of a leader in an organization is to find ways to improve the efficiency of his team, possibly together with employees, for example, by;
The manager should provide assistance in solving professional problems to his employees, be an example for them;
The manager should constantly improve his level of knowledge in the field of work and improve his professional skills and abilities.

Leader Role # 3: Team Member

The role of the leader in any team also lies in the fact that he acts as one of the members of this team, its component part, its connecting link. He must do everything possible to ensure that the whole team works as a whole, because it has been repeatedly proven that the total performance of a well-coordinated team is significantly higher than the total performance of all its members individually, thanks to. The role of the leader is to make a real team out of a certain number of people, to increase their total potential according to the law of synergy.

What does the role of a team member include?

The manager must competently take into account the professional and personal characteristics of each employee;
The leader must ensure the most effective working interaction between all team members;
The leader must contribute to the common cause as one of the team members;
The leader must maintain a team spirit and a healthy psychological climate in the team.

Leader Role # 4: Manager

The next role of the leader in managing the organization is the role of the manager. Perhaps this role of the leader can be called the most important. Each leader is, first of all, a manager who must be able to quickly and efficiently complete assigned tasks, find resources to complete them, etc. He must adhere to the strategy of the organization, contribute to the achievement of its strategic goals, and develop the most effective tactical moves for this.

What does the role of a manager include?

The leader must develop the best ways to accomplish the tasks facing his organization / unit;
The leader must be able to find and effectively allocate resources to achieve the goals;
The manager must take into account the risks to which the activities of his organization are exposed and ensure that they are minimized;
The role of the leader in managing the organization is also to ensure two-way communication at all levels: between the manager and the team, between the manager and senior management, between the organization and customers, between the organization and partners, between the organization and the regulatory authorities, etc.

Leader Role # 5: Entrepreneur

Another important role of the leader in the organization is the role of the entrepreneur. He should strive to create new values, see opportunities for the development of his company or its division, see the future and bring it closer. In addition, the role of a leader in management is the ability to make decisions and take responsibility for them.

What does the role of an entrepreneur include?

The manager must keep track of current trends in the development of the industry and timely improve his structure taking them into account;
The leader must follow important news regarding technological, legal, tax and other aspects of his organization's activities and respond to them in a timely manner;
The role of a leader is to search for new ideas, borrow effective ideas from others, and successfully implement them in the work of his business structure;
The leader must ensure a decent level of competition for his company in the market.

Leader Role # 6: Master

And finally, the last, very important role of the leader in the organization is the role of the boss. Even if the manager is not legally the owner of the company, or only manages a structural unit, he must fulfill the role of the owner for his team. The manager, as the owner, must put the interests of the company above his own interests and the interests of his team, at the right time to show his strong-willed qualities, leadership qualities, fully focus his activities on achieving success by the unit entrusted to him.

What does the role of master include?

The leader must fully devote himself to work, put work interests above personal ones. If he does not succeed in doing this, he may not need to lead, he will not be able to be an effective leader;
The same manager should demand from each of his employees;
The leader must have a strong will, be able to say "no" if necessary, be able to make personnel decisions;
The manager must always have a talent pool and replace ineffective employees with effective ones, regardless of personal likes and dislikes;
The leader should always take responsibility for his own failures, without shifting it onto someone else. But it is better to represent victories as an achievement of the whole team, each employee, which will strengthen the team spirit and motivate for further productive work;
The role of the leader as the owner is also in making the right choice within his competence.

As you can see, the role of a modern leader in a team is a whole combination of many roles and functions; it is a large set of qualities, knowledge, skills, and abilities that a truly effective leader should possess. In addition, the role of a leader is also in the constant development, improvement of all these qualities, knowledge, skills, abilities, since in modern conditions they quickly become obsolete and lose their relevance.

Leadership is never easy. Those who believe that the leader only sits in a chair and gives commands are wrong. If there are any, then they are ineffective, they do not cope with their role as a leader, and only drag the company down. In any case, you should not be guided by such people, if you take on the responsibility of a manager - you need to give all your best. In any case, you gain valuable experience that will definitely come in handy in your future life and business, even if you leave the post of leader.

I wish you success in the complex and multifaceted work of the manager. Until we meet again on the site, where you will always find many useful tips and tricks that will help you be an effective leader.

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The current concept of the reform and modernization of education places all the difficulties of its implementation primarily on educational institutions, giving them the opportunity not only to independently conduct financial and economic activities in the field of education, but also to be responsible. Implementation of a national educational project, improving the quality of education, introducing profile and distance learning, new information and communication technologies in the educational process and management process, providing a material base, new principles of financing and self-management - this is not a complete list of tasks that will fall on the shoulders of managers and managers of educational institutions.

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Essay

student of refresher courses

for additional professional educational

continuing education program

"Modern educational management"

FULL NAME. listener: Kireev Nikolay Mikhailovich

County: North

Educational institution:GBOU SOSH №648

Position: deputy Director for O&M

Essay topic: The modern head of an educational institution - who is he?

What should be a modern head of an educational institution?

What qualities should you have?

Does the success of education modernization depend on the personality of the leader? What should be done and how?

Who is he, the effective leader of the modern school?

For effective educational change, the headmaster is a key figure. The fate of Russian education and, ultimately, the future of Russia depends on its ability to accept and implement the main ideas of modernization.

The main thing for a modern head of an educational institution is a clear vision of the ultimate goals, an understanding of the scale and depth of the tasks facing modern society, correctly identify priorities and ways to express them, formulate and predict the result.

An effective leader of a modern school solves the main task - to ensure the anticipatory nature of education: to set tasks that are important today and which will become even more important tomorrow, and, most importantly, to be able to find ways to solve them.

For the development of innovative activities in an educational institution, a competent, skillful mastery of the director with new modern technologies in his work is necessary.

The director is a teacher and organizer, possessing legal and economic knowledge, taking care of the role of the teacher in his team, contributing to the improvement of the qualifications of teachers, creating conditions for the disclosure of their creative abilities. To create comfortable learning conditions at school, he needs knowledge of pedagogy, psychology, various methods, technologies, the ability to understand people and their knowledge.

The leader must be a leader worthy of emulation. Leadership is art, skill, skill, talent, creativity.

It is necessary to have the courage to take on oneself for proactive actions and the ability to instill this courage of responsibility in its employees.

The director is the main person of upbringing. The system of school traditions depends on it: cultural, ethnic, hygienic.

Head psychologist , because he is always focused on the human soul and is on guard of spirituality. He guards the school as the place where the child's soul is nurtured. Where the highest values \u200b\u200bof life are comprehended, where a person acts in his essence as a carrier of social relations.

Director is the first person in the systemmanagement an authorized owner of the school and a particularly responsible person, because he is responsible for the school building as a whole, possessing financial, economic and legal literacy. A large list of characteristics of the improvement of schoolchildren in an educational institution and a combination of material and technical elements that provide physical comfort for both children and adults depend on it.

The effectiveness of the school depends on the style of team management, onpersonal qualities head. This is self-confidence in one's abilities, capabilities. The leader knows everything, can, maybe! What does a confident leader mean for a subordinate? First of all, this is that in a difficult situation you can rely on such a leader, with such a leader it is easier to think about the future, he gives psychological comfort, provides and increases motivation to work. Emotional balance and stress resistance are obligatory for a leader.

The dynamics of expected transformations depends on the managerial competence of the leader, his ability to create a team of like-minded people and transfer the institution to work in an innovative development mode.

The school is going through hard times now. And only a qualitatively different leader, capable of thinking and acting at the level of global changes and looking far into the future, is able to lead his ship forward and forward. Unafraid of storms, storms and uncertainties.

The principal is a key figure in the school. And success in school depends on who is in charge of it. Today, when school principals operate in a market economy, they are required to make many important management decisions every day, from finding ways to make money to finding ways to improve the quality of education. The question arises - who is he, the effective leader of a modern school?

Modern requirements for education are changing the position of the headmaster as a manager. Now you need knowledge of financial management and school economics. To do this, you need to have strategic thinking, but also know the learning process well.

A good director is bound to achieve self-directed bookkeeping and full regulatory funding for their educational institution. He will certainly develop a remuneration system, but with his own individual school characteristics. He will certainly create or initiate the emergence of some kind of public governing body (for example, a good parent committee), find sponsors.

For the development of innovative activities in the school, it is necessary for the director to have competent, skillful mastery of new technologies. Only when the director realizes from his own experience how important and convenient it is to use modern technologies in his work, then this will become an indispensable condition for changing the attitude in the development of these technologies by the team.

An effective leader of a modern school must keep up with the times: set tasks that are important today and that will become even more important tomorrow, and, most importantly, be able to find ways to solve them.

The modern director knows how to work with both the child and the parents and the teaching staff. For this he must be a teacher and organizer, possess legal and economic knowledge. He must take care of the role of the teacher in his team, help improve the qualifications of teachers, create conditions for the disclosure of their creative abilities. To create comfortable learning conditions at school, he needs knowledge of pedagogy, psychology, and various techniques. Teaching work, despite the heavy workload, is necessary, because she helps in strengthening relationships with teachers and students.

The headmaster of a school must have certain personal qualities that ensure the success of management activities. This is tolerance, tact, good manners, inner harmony, optimism.

One of the essential personality traits of a leader is self-confidence. The leader knows everything, can, maybe! And if he doesn’t know, he will find out, find a way out, and be able to. Such a director will certainly become an authority for his subordinates.

A leader is obligatory for his emotional

poise and stress resistance. The leader must control his emotions regardless of his mood and be always positive.

The modern headmaster must take care of the prestige of the school. These are various district and regional competitions, conferences, seminars, master classes, and communication with society. If possible, give the school the opportunity to be an experimental platform in certain areas, to arrange international student exchanges. The school's future depends on how much the school knows.

The psychological climate in the school plays an important role. The director monitors the teacher-student interpersonal relationship. Students should view school as their “second home” and teachers as their friend mentors. The supervisor should arrange a dedicated recreation room for teachers and children.

Of course, being a modern director is not easy. Only a strong, whole, creative, talented, honest, intelligent person can hold such a position.

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