- Гладкова, Валентина (orcid.org/0000-0003-4362-2195) (2023) Administrative activities of the head of an educational institution under conditions of uncertainty Image of the Modern Pedagogue, 5 (212). pp. 38-46. ISSN 2522-9729
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Abstract
This article reveals the essence of the managerial activity of the head of an educational institution under conditions of uncertainty and risk. The structure of many professional qualities of the head of an educational institution is not fully reflected in the scientific literature (a high capacity for self-initiation, self-organization, self-control and self-development, there are gaps in the disclosure of the psychological characteristics of the levels of formation of these qualities and the peculiarities of their psychodiagnostics, the directions of the development of personal and professional qualities of heads are not clearly defined educational institutions). The insuficient level of development of the mentioned aspects, which are significant for the effective management activity of the head of the educational institution, negatively affects the activity of educational institutions. The effectiveness of the managerial activity of the heads of educational institutions is determined by their readiness to achieve professional excellence, target success, and develop professional abilities (in particular, acmeological invariants). Modern acmeologists distinguish the following levels of professionalism: pre-professionalism, professionalism, super-professionalism, pseudo-professionalism, and post-professionalism. Professionalism of a modern manager (head of an educational institution) contains two main components: professional competence and professional abilities (potential for growth). Scientists emphasize the importance of subject, managerial, and innovative competencies. The results of an empirical study of the problem of self-improvement of heads of educational institutions, which was conducted among representatives of the management staff of general secondary education institutions to determine their main key competencies, are presented. In conversations, interviews, and discussions, 55 competencies were named, and the essence of each competency was also determined in the norm, provided there was an excess or deficiency in the content. A total of 76 respondents participated in the survey. All identified competencies were divided into basic (general, special, individual) and additional (partial, specified). The article states that within the scope of professional activity, the head of the educational institution constantly makes management decisions. A managerial decision in conditions of uncertainty is the result of analysis, forecasting, optimization, comprehensive justification, and choice of an alternative in conditions of insuficient information or complete or partial absence of information. At the same time, the management decision itself has a probabilistic nature. To develop the professional skills of the head of an educational institution to make management decisions in conditions of uncertainty and risk (especially in conditions of martial law), it is desirable to undergo special (acmeological) training with the inclusion of coaching elements. It is also advisable to create a service of acmesynergistic support for professional self-development (self-improvement) with an emphasis on the formation of skills (competencies) for managers of educational institutions to make managerial decisions in conditions of uncertainty and risk.
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