Multifaceted leadership and in countercurrent to the erosion of democratic management: the action of a school director
DOI:
https://doi.org/10.15448/2179-8435.2019.1.31659Keywords:
Palavras-chave, Novo Modelo de Gestão, Gestão Democrática, Diretor de Escola, Tipo de Liderança,Abstract
The present study assumes that the current management model by assigning centrality to the director of the non-grouped school or grouping of schools can be a factor in the erosion of democratic management and,
consequently, in the fragmentation of professional collegiality practices. For an understanding of this new reality a case study is carried out based on the available data, related with the profile of the director of the school, as well as the leadership exercised by this actor in the previous management models and current. In this context, we emphasize, as data collection techniques, the interview survey of different school actors, as well as the analysis of official documents. The results of this study point to the existence of a congregation of actions and logics related to both empresarial leadership, as well as antagonistic/confrontation leadership, insofar as the director seeks to have the voice of the ministry of education decisions affecting the school.It is in this context that some dimensions of the different types of leadership are revealed, a multifaceted leadership, breaking with a certain myth of a unique type of leadership, regardless of the groups that interact, the unforeseen situations and the uncertainties in the daily life of a school.
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