Leadership and mental models : study of school principals’ awareness

2012
journal article
article
dc.abstract.enThe main purpose of the proposed paper is to analyze paradigms (theoretical frames) of leadership owned and used by school principals. The analysis is based on the results of the research conducted for the purpose of defining and describing the school principals’ way of thinking about leadership for education. For the purpose of building framework for research it was assumed that four leadership paradigms might be defined. Leadership might be understood through classic paradigm of leadership (domination of the significant person or elite group); or transactional paradigm (influence and negotiations); or visionary paradigm (called sometimes charismatic where the most import ant is clear vision); or organic paradigm (existing in multicultural and diverse world where leadership is flexible and leaders change dependently on a situation) Three methods have been used: interview with 99 principals of schools (of different type), observation in the same number of schools and analyses of the blogs (written on-line by school principals). It is common to ignore the mental models (or paradigms) used by people what brings certain outcomes for every initiative. It is necessary for policy making, change projects or developmental initiatives to recognize and take under consideration the diversity of possible perspectives (mental models) owned by those who are working in the concerned area, in this case head teachers. Civilization changes influence context and demands towards schools. Those challenges impact the modernization of schools. One of the common expectation towards management are more open - participative mode of the decision making process and the involvement of employees in sharing responsibilities. Unfortunately different initiatives towards inclusion of employees into management and leadership processes bring rather disappointing results because they ignore ideologies and assumptions of people who decide about school functioning. Analysis of the results of the research should improve the understanding of the school reality by showing strategies and decisions adequate to the state of "educational consciousness".pl
dc.affiliationWydział Zarządzania i Komunikacji Społecznej : Instytut Spraw Publicznychpl
dc.contributor.authorMazurkiewicz, Grzegorz - 130449 pl
dc.date.accession2019-03-26pl
dc.date.accessioned2014-09-24T14:07:58Z
dc.date.available2014-09-24T14:07:58Z
dc.date.issued2012pl
dc.date.openaccess6
dc.description.accesstimepo opublikowaniu
dc.description.additionalBibliogr. s. 47-48pl
dc.description.number4 (20)pl
dc.description.physical27-48pl
dc.description.publication1,5pl
dc.description.versionostateczna wersja wydawcy
dc.identifier.doi10.4467/20843968ZP.12.027.1070pl
dc.identifier.eissn2084-3968pl
dc.identifier.issn1896-0200pl
dc.identifier.projectROD UJ / Ppl
dc.identifier.urihttp://ruj.uj.edu.pl/xmlui/handle/item/1239
dc.identifier.weblinkhttp://www.ejournals.eu/Zarzadzanie-Publiczne/2012/Zarzadzanie-Publiczne-4-2012/art/1432/pl
dc.languageengpl
dc.language.containerengpl
dc.rightsDozwolony użytek utworów chronionych*
dc.rights.licenceOTHER
dc.rights.urihttp://ruj.uj.edu.pl/4dspace/License/copyright/licencja_copyright.pdf*
dc.share.typeotwarte czasopismo
dc.subject.enEducational leadershippl
dc.subject.enmental modelspl
dc.subject.enchangepl
dc.subject.endevelopmentpl
dc.subtypeArticlepl
dc.titleLeadership and mental models : study of school principals’ awarenesspl
dc.title.journalZarządzanie Publiczne. Zeszyty Naukowe Instytutu Spraw Publicznych Uniwersytetu Jagiellońskiegopl
dc.typeJournalArticlepl
dspace.entity.typePublication
dc.abstract.enpl
The main purpose of the proposed paper is to analyze paradigms (theoretical frames) of leadership owned and used by school principals. The analysis is based on the results of the research conducted for the purpose of defining and describing the school principals’ way of thinking about leadership for education. For the purpose of building framework for research it was assumed that four leadership paradigms might be defined. Leadership might be understood through classic paradigm of leadership (domination of the significant person or elite group); or transactional paradigm (influence and negotiations); or visionary paradigm (called sometimes charismatic where the most import ant is clear vision); or organic paradigm (existing in multicultural and diverse world where leadership is flexible and leaders change dependently on a situation) Three methods have been used: interview with 99 principals of schools (of different type), observation in the same number of schools and analyses of the blogs (written on-line by school principals). It is common to ignore the mental models (or paradigms) used by people what brings certain outcomes for every initiative. It is necessary for policy making, change projects or developmental initiatives to recognize and take under consideration the diversity of possible perspectives (mental models) owned by those who are working in the concerned area, in this case head teachers. Civilization changes influence context and demands towards schools. Those challenges impact the modernization of schools. One of the common expectation towards management are more open - participative mode of the decision making process and the involvement of employees in sharing responsibilities. Unfortunately different initiatives towards inclusion of employees into management and leadership processes bring rather disappointing results because they ignore ideologies and assumptions of people who decide about school functioning. Analysis of the results of the research should improve the understanding of the school reality by showing strategies and decisions adequate to the state of "educational consciousness".
dc.affiliationpl
Wydział Zarządzania i Komunikacji Społecznej : Instytut Spraw Publicznych
dc.contributor.authorpl
Mazurkiewicz, Grzegorz - 130449
dc.date.accessionpl
2019-03-26
dc.date.accessioned
2014-09-24T14:07:58Z
dc.date.available
2014-09-24T14:07:58Z
dc.date.issuedpl
2012
dc.date.openaccess
6
dc.description.accesstime
po opublikowaniu
dc.description.additionalpl
Bibliogr. s. 47-48
dc.description.numberpl
4 (20)
dc.description.physicalpl
27-48
dc.description.publicationpl
1,5
dc.description.version
ostateczna wersja wydawcy
dc.identifier.doipl
10.4467/20843968ZP.12.027.1070
dc.identifier.eissnpl
2084-3968
dc.identifier.issnpl
1896-0200
dc.identifier.projectpl
ROD UJ / P
dc.identifier.uri
http://ruj.uj.edu.pl/xmlui/handle/item/1239
dc.identifier.weblinkpl
http://www.ejournals.eu/Zarzadzanie-Publiczne/2012/Zarzadzanie-Publiczne-4-2012/art/1432/
dc.languagepl
eng
dc.language.containerpl
eng
dc.rights*
Dozwolony użytek utworów chronionych
dc.rights.licence
OTHER
dc.rights.uri*
http://ruj.uj.edu.pl/4dspace/License/copyright/licencja_copyright.pdf
dc.share.type
otwarte czasopismo
dc.subject.enpl
Educational leadership
dc.subject.enpl
mental models
dc.subject.enpl
change
dc.subject.enpl
development
dc.subtypepl
Article
dc.titlepl
Leadership and mental models : study of school principals’ awareness
dc.title.journalpl
Zarządzanie Publiczne. Zeszyty Naukowe Instytutu Spraw Publicznych Uniwersytetu Jagiellońskiego
dc.typepl
JournalArticle
dspace.entity.type
Publication
Affiliations

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