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

The role of the leader (director) in the management of a modern school. The head of the school (principal of the school) is a key figure in the field of education, which determines the success of the implementation of the ongoing changes in education. According to many experts in the field pedagogical management, the director of a modern school is an effective leader with such qualities as: competence; sociability; respect for subordinates; courage in making decisions; ability to solve problems creatively. An effective head (principal) 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 is constantly working on himself, on his professional and personal qualities; a strategist who sees the prospect of developing his school for several years ahead; a person who inspires the teaching staff with his example. Director of the Center for Leadership Research at the Institute of Education at the University of London, Professor Alma Harris believes that there are a lot of skills and competencies that a modern head (principal) of a school should have, 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. There is a saturation of the educational process with modern educational, technological equipment, teaching aids and educational complexes. Innovative technologies are being introduced into the educational process educational technologies, 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 twentieth century. Under these conditions, the functions and role of the head (principal) of the school change significantly. On the one hand, the headmaster is an effective manager, since today the headmaster has to perform a lot of managerial functions - managing the budget, interacting with the public, interacting with senior management, etc. Organization management skills are becoming more and more important every day, and the director has no time to deal with pedagogy. Peter Drucker, founder modern management, based on many years of observations, came to a 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 kind professional activity, the result of which is directly related to the personal effectiveness of a person. 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, priorities, and promising educational technologies.

Many experts believe that it does not matter what education a school director has, but he must have pedagogical experience: “Any school director should “stand at the machine”, at the blackboard in the classroom - have teaching experience. Otherwise, he will not be able to be an effective school principal. He may be able to manage the school budget well, but he will not be the director of the school, in the true sense of the word. A similar point of view is shared by the director of the Center for Leadership Research at the Institute of Education at the University of London, Professor Alma Harris: “Modern directors need to be able to effectively, rationally and intelligently manage the school. But the school, which is experiencing serious difficulties, just good manager few. She needs a director who, by his own example, can show what good lesson, because in problem schools, as a rule, there are few good teachers, and there is simply no place for teachers to get examples of high-quality teaching practice. The director must be able to do everything himself in this situation. 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 (directors):     “authoritarian business executive”; "democratic business executive"; "authoritarian leader"; "democratic leader" At the same time, two of them are most common: “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 in the ideal. Author's schools are close to it, where the director himself is a generator of innovations. According to experts, “the personal example and personal relationships that the director builds are key. A great manager who doesn't like people, a great manager who isn't a teacher, can't run a school." For the most part, effective leaders are not born, but made. You can gain knowledge and skills of effective management by undergoing special training. However, this can also 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 (you work better - you get more). V modern time the leader (principal of the school) is a coordinator, a social builder, a bearer of everything new, progressive and democratic. Based on various management principles, the leader uses an individual approach to teachers in his work, taking into account the human-centric approach. One of the options for a human-centric approach to the socio-psychological and cultural-ethical aspects of management is the Dale Carnegie system, which he outlined in his famous 10 rules: 1. Begin 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, as it makes you defensive. 3. First, talk about your own mistakes, and then criticize the interlocutor.

4. Ask the interlocutor questions instead of ordering him something. 5. Give people the opportunity to save their prestige. 6. Be generous with praise. 7. Create a good reputation for people, which they will strive to maintain and justify. 8. Encourage. Give the impression that mistakes are easy to fix, make everything that you encourage people to seem easy to them. 9. Get people to enjoy doing what you want. 10. Let people save face. "Effective manager" is a conditional concept denoting an ideal leader who knows the basic provisions of management theory, who knows how to effectively implement them in practice, and who 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 "management abilities are different for all people, but those who can manage themselves, their actions and decisions successfully manage others." References: 1. Bolshakov A.S. Management. Tutorial. St. Petersburg: "Peter Publishing House", 2000. 160 p. 2. Intraschool management: Issues of theory and practice. Ed. T.I. Shamova. M., 1991. p. 352 3. Isaev IF School as a pedagogical system: Fundamentals of management. M.; Belgorod, 1997. p. 286 4. Kustobaeva E. Director's managerial culture: adequate self-assessment. Public education. 2002. No. 1. 5. Pedagogy. Ed. P.I. Pidkasistogo, Moscow, 1998, p. 452 6. Management of a modern school: A guide for the director of the school. Ed. M. M. Potashnik. M., 1992. p. 298 7. http://5fan.ru/wievjob.php?id=8015

Recently, in my papers, I dug up old handouts to the management skills training that I conducted in 1996... I don't even know whether to admire or be horrified :) this anniversary. For 20 years I have been working with managers of various 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" managerial problems is adaptation of the leader to new position . Character doesn't matter personnel reshuffle: promotion or demotion, transfer to a new job / to a new division or organization / to a new large-scale project, etc. The important thing is that such movements are often carried out not at the initiative of the worker (" I was offered, so I agreed"), and do not always coincide with his career and work expectations (" Actually, I would like to work in the position of... , and I would be more interested in doing..."). A career choice is proposed ("fork"), 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 is situation of professional stress and sometimes even leads to a professional crisis.

The heaviest stress occurs when a leader "jumps" to another career level: he was an ordinary worker, 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 worker (or specialist) to lower / middle-level managers. Especially if you need to manage your colleagues, with whom you spoke on an equal footing just yesterday. And today you are no longer "your", but "bosses" :). It is necessary to change the entire previously established system of relations, to "put" oneself in the team again in the role of leader.

How to do it ===>

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

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

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

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

"The adaptation process is especially important for a specialist, appointed to a leadership 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 situation at that time as very difficult. This was most often due to a lack of managerial skills and only secondarily due to a lack of special knowledge.

I'll add on my own ... I conducted similar kinds of questionnaires among experienced managers. In fact, 100% of managers experience difficulties at the beginning of their career :). The only question is how they perceived these difficulties then, and how they remember it now. It depends on personal characteristics: 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 mainly 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 pile of these very difficulties :)). He simply treated and treats them relatively easily.

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

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

Typical story :). It is very difficult for a person who is used to being responsible for a specific limited area of work 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 the well-known management consultant Peter Fischer, the newly appointed leader must consistently decide the following seven tasks:

— actively meet the expectations of senior 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;

- develop a motivating spectrum of immediate and long-term goals;

— to establish a positive climate for transformation 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 there are not only tasks of managerial adaptation, but also tips on how to solve them;)

-communications purposeful building of relations with all stakeholders;

-goal setting(moreover, a certain novelty of these goals is important, so that subordinates feel that "a new broom sweeps 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 his subordinates what "sticks" and "carrots" he can and will use: ))

"Here is how I. P. 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 were appointed to the position of master for the first time. You still do not have sufficient 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-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 leaders of all departments in the shop.

Focusing on the situation in general terms, it is necessary to outline an action plan for "entering" a new position. Such “entry” is not a matter of one day or even one month. For some beginners, this process stretches for one and a half to two years. It is necessary to gain experience in order to feel confident in various situations. It is necessary to psychologically master the situation not only in your area, but also in the workshop, even in adjacent subdivisions. Then confidence in decisions and actions will come.

* * *

“We conducted a survey of 231 subjects (heads of various levels of organizations and enterprises, management experience ranged from one year to 16 years). They were asked an open question: “After my first appointment to a managerial position, I encountered such difficulties: . ..” A detailed analysis of the responses received showed that they can be divided into two fairly homogeneous groups.

The first group of responses of respondents-managers is difficulties in goal acquisition and goal formation when entering a new management activity. The most typical answers in this group were: “I didn’t know where to start”, “I didn’t understand the tasks we were facing”, “It was difficult because there was complete uncertainty”, “It was difficult to orient and explain to people what we would do further”, etc.

The second group of answers Difficulties associated with interacting with subordinates. Here, answers are highlighted that describe 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 are: “It was difficult to establish business relationship with some employees, since I myself used to be their subordinate”, “More experienced staff and those who had a long work experience treated me critically”, “I encountered low production discipline, the incompetence of a number of workers”, etc.

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

First, the new leader (especially the first-time manager) needs to move to a different level of goals that become broader and qualitatively more complex. If earlier the scale of the tasks was not high and they were rather narrowly specialized, now the leader faces goals that are closer to the global goals of the organization.

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

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

The second significant personal neoplasm for a manager in the process of his adaptation to new managerial activities is the expansion of his role repertoire, adequate development and performance 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;

The ability to decompose goals to the level of personal tasks.

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

And the second point: goal setting is very closely related to planning and execution. It is not enough to "cut" tasks to subordinates. It is necessary to plan these tasks; communicate plans to subordinates; initiate the execution of the plan; coordinate and assist (as needed); control the execution 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, and so on.

And third: it is impossible to organize other people if you are not organized yourself! New managers often do not realize that the higher their managerial level, the more their personal self-organization affects the organization as a whole. If the leader 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 own system self-organization, then what kind of goal-setting and goal-achievement in a subdivision/organization can we talk about?!

And another opinion: unlike A. Rean, I would not reduce the second "neoplasm" to expand the 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 (roles) in the work team. But in fact, most of the "understanding problems" with employees do not require any special role flexibility or role reversal. For this enough individual communication skills or abilities. For example, such a skill may be the ability of a leader to communicate with difficult people, defuse conflict situations, reduce stress levels, etc. Separate psychological trainings are devoted to the "pumping" of such individual communication skills, a review of which I gave in this post: Psychological trainings for a manager - 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)Goal 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 goals should unite efforts and underpin the work of all departments of the organization. Based on this, the manager must be quite clear about the goals facing the unit that he was assigned to lead, as well as the goals of other major units of the organization, and above all those with which he has to interact directly. This stage manager's adaptation 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 determine tasks for subordinates (based on global goals), as well as to organize them joint work. Along with the presence of special knowledge, this requires the implementation of the basic functions of management, the establishment of a network of interpersonal contacts, the organization of information flows and decision-making.

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

3)Solving a new problem - broadcasting instructions. In the third stage, the manager, who has understood the goals of the organization and the unit, 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 problem 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 the necessary confidence in oneself, in one's subordinates and in the common cause. Successful completion of the third stage implies that the manager will delve deep enough into all the subtleties of the new task, "accompanying" the course of its solution from beginning to end. 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 something relatively new, representing only a transmission and distribution element in the management hierarchy, there are great difficulties in authority among subordinates. The holistic picture of interpersonal interaction is disrupted and significantly impoverished, autonomously 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 task distribution and delegation of authority. To do this, it is necessary to determine, based on the results of joint work, several (or at least one) subordinates who could be entrusted with the independent implementation of an integral part of the work. By gaining the first experience of delegating part of his duties to competent and executive subordinates, the manager is able to better coordinate the work of the unit and pay more attention to long-term goals. Self-analysis of what has been achieved, identification of the strengths and weaknesses of your management style with the aim of improving it can be of great benefit. Under these conditions, the use of roles and the specification of global tasks for each subordinate are somewhat reduced in volume.

When a manager cannot determine the circle of subordinates capable of working autonomously enough, 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 in order to achieve the goals of the unit and organization.

From myself I will add that I generally agree with the highlighted stages of adaptation. But the problem is that, for example, a situation can easily arise when new leader appointed to a newly created division / to a completely new line 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 established business processes (stage 2).

But I agree that even if a completely new task arises before a novice leader, it still makes sense to take two steps back and first determine the strategic priorities; then build a certain system of work/communications; and only then to innovate.

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

"As follows from the scheme, at the first stage of adaptation, the skills of operationalization of global goals play a leading role, at the second stage both personal neoplasms are already involved (role behavior is added), then the role playing to solve 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.

Duration passing through the four stages of adaptation can be different. If everything goes well, then you can turn from a novice leader into a seasoned manager :)) in about one year. If difficulties arise at some stages of adaptation, the process can stretch for 2-3 years.

According to A. Rean adaptation to leadership position may be unsuccessful. But this does not mean that the leader is unsuitable for the profession, or that the career has finally come to a standstill. The best solution would be to reduce the official level or return to the previous (or similar) position, but at a higher professional level (that is, with greater functionality, responsibility, authority, remuneration, etc.).

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

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

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05.06.2015 9 619 0 Reading time: 14 min.

In this article, I want to review 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 a leader are, what each of them consists of, how to perform it correctly, and how to develop the ability to perform these roles. I think that it will be interesting for all current and future leaders of any level.

Leadership roles in a team

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

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

It is the performance of all these 6 roles and functions at the same time that the manager differs from the ordinary employee. Even if at least one of these roles is not performed to the right extent, he will not be able to effectively exercise leadership, from which he will suffer. own business(if he manages his business) or the work of the enterprise or its structural unit (if he performs managerial functions there). The manager 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 the leader in managing the organization in more detail.

Leadership Role #1: Diplomat

First of all, the head 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 senior management, the interests of the business unit in negotiations with customers. 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 is the role of a diplomat?

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 persuasive, be able to clearly and competently build his speech, inspire confidence;
The words of the head should never diverge from the deed, he must have an impeccable business reputation;
If the manager was wrong, he must admit it and apologize, including to his employee.

Leadership Role #2: Professional

Any leader must be a professional in his 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 is the role of a professional?

The manager 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 or even better than them;
The role of the manager in the organization is also to find ways to improve the efficiency of the work 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.

Leadership Role #3: Team Member

The role of the leader in any team also lies in the fact that he acts as one of the participants in this team, its integral part, its 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 is the role of a team member?

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 team spirit and a healthy psychological climate in the team.

Leadership Role #4: Manager

The next role of the manager in the management of 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 for their implementation, and so on. 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 is the role of a manager?

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 their minimization;
The role of the manager 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 clients, between the organization and partners, between the organization and regulatory authorities, etc.

Leadership Role #5: Entrepreneur

Another lot important role leader in the organization - the role of the entrepreneur. He should strive to create new values, see the development opportunities for 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 is the role of an entrepreneur?

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

Leadership Role #6: Owner

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

What is the host role?

The leader must give himself completely to work, put work interests above personal ones. If he fails to do this, perhaps he should not lead, he will not be able to be an effective leader;
The leader must demand the same 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 leader must always have personnel reserve and replace inefficient employees with effective ones, regardless of personal likes and dislikes;
The leader must always take responsibility for his failures, without shifting it to someone else. But it is better to imagine 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 to right choice within the limits of 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 the leader is to constant development, improving all these qualities, knowledge, skills, abilities, because in modern conditions they quickly become obsolete and lose their relevance.

Being a leader is never easy. Those who believe that the leader only sits in a chair and gives commands are wrong. If there are such, they are ineffective, they do not cope with their role as leaders, and only pull the company down. In any case, you should not focus on such people, if you take on the responsibility of a leader, you need to give all your best. In any case, you gain valuable experience that will definitely come in handy in your later life and business, even if you leave your position as a leader.

Good luck to you in the complex and multifaceted work of the leader. See you on the site where you will always find a lot of useful tips and tips to help you be an effective leader.

Estimate:

The current concept of reform and modernization of education imposes 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 responsibility. Implementation of the national educational project, improving the quality of education, introducing specialized and distance learning, new information and communication technologies in studying proccess and the management process, providing a material base, new principles of financing and independent management - this is not a complete list of tasks that will fall on the shoulders of leaders and managers of educational institutions.

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student of advanced training courses

for additional professional education

professional development program

"Modern educational management"

FULL NAME. listener: Kireev Nikolay Mikhailovich

District: Northern

Educational institution: GBOU secondary school №648

Position: Deputy Director for UVR

Essay topic: Modern leader educational institution- who is he?

The current concept of reform and modernization of education imposes 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 responsibility. The implementation of the national educational project, improving the quality of education, the introduction of profile and distance learning, new information and communication technologies in the educational process and the 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 leaders and administrators of educational institutions.

What should be the modern head of an educational institution?

What qualities should one have?

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

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

For effective change in the field of education, the principal is the key figure. The fate depends on his ability to accept and implement the main ideas of modernization. Russian education and, ultimately, the future of Russia.

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 head of a modern school solves the main problem - to ensure the proactive nature of education: to set tasks that are important today and that will become even more important tomorrow, and, most importantly, to be able to find ways to solve them.

For development innovation activities in an educational institution, a competent, skillful possession of the director by new modern technologies in your work.

The director is a teacher and organizer who has legal and economic knowledge, takes care of the role of a teacher in his team, contributes to the improvement of the qualifications of teachers, creates 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 an art, skill, skill, talent, creativity.

It is necessary to have the courage to take on initiative and the ability to instill this courage in the responsibility of your employees.

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

Head psychologist , because it is always focused on the human soul and stands guard over spirituality. He guards the school as a place where the soul of a child is nurtured. Where the highest values of life are comprehended, where a person acts in his essence as a bearer of social relations.

Director - the first person in the system management 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 depends on it. educational institution and a combination of material and technical elements that provide physical comfort for both children and adults.

The effectiveness of the school depends on the style of team management, on personal qualities leader. This is self-confidence in one's own strengths and capabilities. The leader knows everything, knows how, can! What does a confident leader mean for a subordinate? This is, first of all, that in a difficult situation you can rely on such a leader, with such a leader it is easier to think about tomorrow, he gives psychological comfort, provides and increases motivation for work. Mandatory for the leader is his emotional balance and stress resistance.

The dynamics of the expected transformations depends on the managerial competence of the manager, 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 right 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. Not afraid of storms, storms and unknowns.

The principal is the key figure in the school. And success in school depends on who leads it. Today, when school principals work in conditions market economy, they are required to take many important daily management decisions- from finding ways to make money to finding ways to improve the quality of education. The question arises - who is he, the effective head of the modern school?

Modern requirements for education change the position of the headmaster as a manager. Now you need knowledge on financial management and school economics. This requires strategic thinking, but also a good knowledge of the learning process.

A good director is sure to achieve independent accounting and full regulatory funding for his educational institution. He will definitely develop a wage system, but with his own individual school features. It will certainly create or initiate the emergence of some public body management (for example, a good parent committee), will find sponsors.

For the development of innovative activity in the school, it is necessary to have a competent, skillful mastery of new technologies by the director. Only when the director understands 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.

A modern director knows how to work with a child and with parents and teaching staff. To do 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, contribute to the improvement of the qualifications of teachers, create conditions for the disclosure of their creative abilities. To create comfortable learning conditions in the school, he needs knowledge of pedagogy, psychology, and various methods. Teaching work, despite the heavy workload, is necessary, because. it helps in strengthening relationships with teachers and students.

The principal of the school must have certain personal qualities that ensure the success of managerial activities. These are tolerance, tact, upbringing, inner harmony, optimism.

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

Mandatory for the leader is his emotional

balance and stress tolerance. The leader must control his emotions regardless of his mood and always be positive.

The modern director must take care of the prestige of the school. These are various district, regional competitions, conferences, seminars, master classes, and links with society. If possible, give the school the opportunity to be an experimental platform in certain areas, arrange international exchanges of students. The future of the school depends on how well the school hears it.

An important role is played by the psychological climate in the school. The director monitors the interpersonal relationship between teacher and student. Students should consider school as their "second home" and teachers as their mentors-friends. The leader should organize a special rest room for teachers and for children.

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

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