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Inserida num mundo em evolução, a escola passou, ela própria, ao longo dos
últimos anos, por um conjunto de transformações fundamentais. Criou raízes locais e
abriu-se à participação dos que a rodeavam, constituindo uma comunidade educativa
dotada de um projeto próprio, documento agregador, simultaneamente, símbolo e
alicerce da autonomia.
Como vivemos numa época marcada pela globalização e pela mundialização dos
problemas, onde a tecnologia e o conhecimento experimentam um grande
desenvolvimento, de dia para dia, as lideranças são chamadas a acompanhar todas estas
mudanças. É nestas circunstâncias que os líderes desempenham um papel de destaque
nas organizações, onde têm de tomar decisões estratégicas e, ao mesmo tempo, ter a
capacidade de motivar todos os agentes que colaboram com a organização. Reveste-se,
assim, de particular importância a liderança e as características específicas que esta
assume, no contexto escolar, designadamente o facto de se tratar de uma liderança
democrática, aberta, flexível. Neste ambiente, salienta-se a importância dos cargos de
gestão intermédia, cujos detentores, por se encontrarem ao leme de grupos de trabalho,
se apresentam numa situação privilegiada para agirem como verdadeiros líderes,
promotores da mudança.
A gestão de pessoas, cada vez mais, tem aumentado sua parcela de contribuição
para que os objetivos organizacionais sejam atingidos. Desta forma, os líderes possuem
um grande papel dentro das organizações, pois são eles os responsáveis por gerir os
principais recursos, que são as pessoas.
Todas estas novas exigências e desafios com que os professores se foram vendo
sistematicamente confrontados, determinaram a necessidade de aquisição de novas
competências.
Refletindo acerca de todas estas linhas evolutivas do universo escolar,
particularmente desta reconceptualização da supervisão e da importância dos cargos de
gestão intermédia, decidimos concentrar-nos exatamente nesse binómio: gestão escolar
e gestão intermédia, analisando em particular o caso do presidente do conselho geral/
comunidade educativa e dos coordenadores de departamento curricular.
Implanted in a world in evolution, school has, through the last years, passed itself through a set of fundamental transformations. It created local roots and opened itself to the participation of those around it, constituting an educational community endowed with its own project, an aggregating document, simultaneously, symbol and foundation of autonomy. As we live in a time marked by globalization and the internationalization of problems, where technology and knowledge are developing in a daily basis, leaderships are called to follow all these changes. It is under these circumstances that leaders play a prominent role in organizations, where they have to make strategic decisions and, at the same time, have the ability to motivate all the agents collaborating with the organization. It is therefore of particular importance leadership and the specific characteristics that it assumes in the school context, namely the fact that it is a democratic, open, flexible leadership. In this environment, the importance of intermediate management positions, whose owners, because they are at the helm of working groups, stand out in a privileged situation to act as real leaders, promoters of change. The administration of people, more and more, has increased its contribution share so that the organizational objectives are reached. Therefore, leaders have a great role within organizations, as they are responsible for managing the main resources, which are people. All these new demands and challenges with which teachers were systematically confronted determined the need to acquire new skills. Reflecting on all these evolutionary lines of the school universe, particularly in this reconceptualization of supervision and the importance of intermediate management positions, we have decided to focus precisely on this binomial: school management and intermediate management, analyzing in particular the case of the president of the general council / educational community and the coordinators of the curricular department. .
Implanted in a world in evolution, school has, through the last years, passed itself through a set of fundamental transformations. It created local roots and opened itself to the participation of those around it, constituting an educational community endowed with its own project, an aggregating document, simultaneously, symbol and foundation of autonomy. As we live in a time marked by globalization and the internationalization of problems, where technology and knowledge are developing in a daily basis, leaderships are called to follow all these changes. It is under these circumstances that leaders play a prominent role in organizations, where they have to make strategic decisions and, at the same time, have the ability to motivate all the agents collaborating with the organization. It is therefore of particular importance leadership and the specific characteristics that it assumes in the school context, namely the fact that it is a democratic, open, flexible leadership. In this environment, the importance of intermediate management positions, whose owners, because they are at the helm of working groups, stand out in a privileged situation to act as real leaders, promoters of change. The administration of people, more and more, has increased its contribution share so that the organizational objectives are reached. Therefore, leaders have a great role within organizations, as they are responsible for managing the main resources, which are people. All these new demands and challenges with which teachers were systematically confronted determined the need to acquire new skills. Reflecting on all these evolutionary lines of the school universe, particularly in this reconceptualization of supervision and the importance of intermediate management positions, we have decided to focus precisely on this binomial: school management and intermediate management, analyzing in particular the case of the president of the general council / educational community and the coordinators of the curricular department. .
Descrição
Palavras-chave
Autonomia Liderança Gestão escolar Gestão intermédia Organização escolar Autonomy Leadership School management Intermediate management School organization