Директор школы в меняющихся условиях: вызовы и управленческие стратегии.
This work discusses the results of a pilot project performed in 2013– 14 within the framework of the Asian Leadership Project international comparative study, which continues research of school leadership in Europe and America since years 2006–2008. Alongside with Russia, the pilot project also included Australia, Hong Kong, Indonesia, Malaysia, and Singapore. After analyzing statistical reports on the Russian Federation as a whole, as well as on Moscow and Krasnoyarsk Krai in particular, we created a profile of an average school principal and identified their specific features across regions (age, sex, years of experience, competencies, etc.). Upon investigation of decision-making styles (A. Rowe’s Decision Style Inventory) applied by school principals in Moscow and Krasnoiarsk and by award winners in the School Principal professional competition, we found that contextual factors and personal and professional attitudes of school principals have considerable effects on school leadership style. This paper also discusses changes in school leadership styles over recent decades, managerial methods used by Russian school principals, and similarities and differences between school leadership practices in Russia and Canada. The report describes the concept and design of a future large-scale study of these issues.
The article discusses the results of the study of the management decision-making styles of secondary school principals, which was held in 2014 in eight regions of the Russian Federation (one region of each federal district) basing on the methodology of A. Rowe. The objective of the study was to assess the Russian principals’ reform potential, which in the present conditions, according to the authors, is based on the ability to build a partnership with teachers in decision-making and to preserve the ability to solve problems in a situation of uncertainty, which was so characteristic of the era of change. Based on the findings of the research on the management decision-making styles, comparison of the two reforms in the recent history of Russian education was made: the financial reform that includes certain financial freedom for schools willing to switch to a form of the autonomous institution, and the substantial reform that offers schools to claim to a lyceum and gymnasium status with wider opportunities to organize the educational process. The comparison reveals that the substantial reform has attracted a greater number of principals-reformers than the financial one, which characterizes a formal and directive side of the latter.
Over the last decade, the Russian education system has undergone significant transformation that has radically changed the expectations placed upon the school principals. This current reform process has placed far greater responsibilities and accountabilities upon principals to secure school effectiveness and improved student learning outcomes. This article offers some insights into the way in which principals in Russia are currently prepared and trained. It outlines initial quantitative findings from Russian principals, as part of a contemporary, large-scale empirical study of principal leadership preparation and training. The emerging empirical evidence highlights that the new principal standards and training requirements in Russia reinforce ‘managerial approaches’ that are not necessarily meeting the needs of principals.
 7System Leadership Study (7SLS)
Institutions affect investment decisions, including investments in human capital. Hence institutions are relevant for the allocation of talent. Good market-supporting institutions attract talent to productive value-creating activities, whereas poor ones raise the appeal of rent-seeking. We propose a theoretical model that predicts that more talented individuals are particularly sensitive in their career choices to the quality of institutions, and test these predictions on a sample of around 95 countries of the world. We find a strong positive association between the quality of institutions and graduation of college and university students in science, and an even stronger negative correlation with graduation in law. Our findings are robust to various specifications of empirical models, including smaller samples of former colonies and transition countries. The quality of human capital makes the distinction between educational choices under strong and weak institutions particularly sharp. We show that the allocation of talent is an important link between institutions and growth.