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Advisor(s)
Abstract(s)
Na passagem para o Século XXI, falar de organizações, em particular da organização
educativa, é falar de incertezas e imprevisibilidades, é falar de flexibilidade e abertura
constante à mudança, o que significa que passa a ser necessária uma cultura de
liderança, aplicada a todas as organizações. A liderança é vista como um fenómeno
ambíguo que valoriza o trabalho em equipa – liderança partilhada - e o trabalho das
lideranças intermédias. É um fenómeno disperso e disseminado por toda a organização.
Este trabalho descreve e reflete criticamente sobre o desempenho e o perfil de
desenvolvimento de uma professora, gestora e líder, ao longo do seu ciclo de vida
humana, nos diferentes níveis organizacionais: sala de aula, departamento curricular,
conselho executivo e diretora. A sua motivação para a formação e a mudança foi
colocada ao serviço de uma constante melhoria.
Analisa ainda o funcionamento dos departamentos curriculares e o projeto de
intervenção do diretor.
Os conceitos de líder e gestor são também problematizados, assim como são realçadas
as qualidades de um bom líder para levar a cabo os objetivos da escola, colocando-os ao
serviço de uma visão estratégica.
In the passage for the XXI Century, to speak of organizations, the educational organization in particular, is to speak of uncertainty and unpredictability, constant flexibility and opening to change, which calls for the need of a culture of leadership applied to all organizations. Leadership is seen as an ambiguous phenomenon that values teamwork - shared leadership - and the work of the interim leadership. It is a phenomenon that is dispersed and disseminated throughout the organization. This paper describes and reflects critically on the performance and development profile of a teacher, as a manager and a leader, throughout her life cycle, in the different organizational levels: classroom, curriculum department and board and executive director. Her motivation for formation and change always put at the service of constant improvement. It also analyzes the functioning of the departments’ curricula and the director’s intervention project. The concepts of leader and manager are also problematized, as are highlighted the qualities of a good leader for carrying out the school goals, putting them at the service of a strategic vision.
In the passage for the XXI Century, to speak of organizations, the educational organization in particular, is to speak of uncertainty and unpredictability, constant flexibility and opening to change, which calls for the need of a culture of leadership applied to all organizations. Leadership is seen as an ambiguous phenomenon that values teamwork - shared leadership - and the work of the interim leadership. It is a phenomenon that is dispersed and disseminated throughout the organization. This paper describes and reflects critically on the performance and development profile of a teacher, as a manager and a leader, throughout her life cycle, in the different organizational levels: classroom, curriculum department and board and executive director. Her motivation for formation and change always put at the service of constant improvement. It also analyzes the functioning of the departments’ curricula and the director’s intervention project. The concepts of leader and manager are also problematized, as are highlighted the qualities of a good leader for carrying out the school goals, putting them at the service of a strategic vision.
Description
Keywords
Ciclo de vida profissional Trabalho docente Coordenação Gestão Liderança Professional life cycle Teaching Coordination Management Leadership