Managing to Lead? Contemporary Perspectives on Principals’ Practices in Russia
A provocative and authoritative compendium of writings on leadership in education from distinguished scholar-educators worldwide.
What is educational leadership? What are some of the trends, questions, and social forces most relevant to the current state of education? What are the possible futures of education, and what can educational leadership contribute to these futures? To address these questions, and more, editors Duncan Waite and Ira Bogotch asked distinguished international thought leaders on education to share their insights, observations, and research findings on the nature of education and educational leadership in the global village.
The Wiley International Handbook of Educational Leadership brings together contributions from authors in twenty-one countries, spanning six continents. Topics examined include leadership and aesthetics, creativity, eco‐justice, advocacy, Big Data and technology, neoliberalism, emerging philosophies and theories, critical democracy, gender and radical feminism, political economies, emotions, postcolonialism, and new directions in higher education.
A must-read for teachers, researchers, scholars, and policy makers, this Handbook:Champions radical pluralism over consensus and pseudoscientific or political solutions to problems in education Embraces social, economic, and political relevance alongside the traditions of careful and systematic rigor Challenges traditional epistemological, cultural, and methodological concepts of education and educational leadership Explores the field’s historical antecedents and ways in which leadership can transcend the narrow disciplinary and bureaucratic constraints imposed by current research designs and methods Advances radically new possibilities for remaking educational leadership research and educational institutions
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.
Based on results of TALIS‑2013, of which Russia was a participant for the first time, we analyze demographic characteristics, length of service and working load of school principals, their competencies and opportunities for professional development, as well as working conditions, duties and working priorities. We also discuss how principals participate in teacher performance assessment and delegate their school management responsibilities, which resources they need, and how they assess the ethos of their schools. Research was conducted in 14 regions of Russia and revealed different levels of leadershipс potential in educational institutions. The recent changes to the education system (new Federal Law “On Education”, new Federal State Educational Standards) require principals to work in a transformational leadership style, but only few of the respondents succeed. Principals prefer micromanagement” and interacting with individual teachers, not staff groups. Authoritarianism and unwillingness to delegate power are the major handicaps to transformational leadership of schools principals. There has been no established system for school principal training in Russia so far. Only some of the regions reported to have trained over 20 percent of candidates prior to employment; meanwhile, there were regions with no training available to principals before the start of their career. It is imperative that the school principal training system involve teaching teambuilding, power delegation and distributed leadership skills.