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1

РОЗВИТОК КОЛЕКТИВНОГО ЛІДЕРСТВА В ТЕОРІЇ МЕРЕЖЕВОГО УПРАВЛІННЯ У ВИЩІЙ ОСВІТІ

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Чистякова І.
Педагогічні науки: теорія, історія, інноваційні технології
|
2014
|
issue 8(42)
298-305
EN
High quality teaching and research, the need for active interaction with business and public institutions require appropriate management, such as network management, based on the idea of transformational leadership. Among the new management model, which is especially significant in terms of networking of higher education institutions collective leadership is defined. The purpose of the article is to address the problem of collective leadership in the theory of network management in higher education. In modern Western educational literature there are several points of view to the interpretation of the concept of collective (distributive) leadership: 1) as a way of uniting and transforming it into a single professional community; 2) the qualitative dimension – a coordinated action as «permissible structuring effect on members, leading to coordinated action». The author has determined the following tasks of collective leadership: 1. The transfer of financial and administrative authority from head to all participants. 2. The division of responsibilities between all members. 3. Attracting new members of staff from other organizations in order to acquire new knowledge, skills and networking. 4. Organic division responsible positions between volunteers. Three conceptual aspects of distributive leadership, constituting its essence are defined: 1) distribution leadership is consistent effect of people working together, there is only a system of cooperation and create a situation in which the number and impact of joint actions is much greater than the sum of the individual; 2) distribution leadership assumes that the learning management involved more people than is usual in traditional management structures; 3) distributive leadership carries a variety of knowledge, experience and skill that enables development initiatives within the entire organization with its further development, adaptation and improvement in an atmosphere of support and trust. Much attention is drawn to the advantages and disadvantages of distributive leadership. The author has determined four advantages: 1) responsiveness; 2) transparency; 3) convenience; 4) teamwork. The disadvantages include: 1) fragmentation; 2) a lack of clarity of roles; 3) a slow decision-making; 4) differences in individual capacity. It is proved that collective leadership provides a new way of development - a parallel leadership that is a process where the teachers and leaders, their leaders participate in collective action that embodies a common goal.
2

ТЕОРІЇ ДИСТРИБУТИВНОГО ЛІДЕРСТВА В МІЖУНІВЕРСИТЕТСЬКИХ МЕРЕЖАХ

100%
Чистякова І.
Педагогічні науки: теорія, історія, інноваційні технології
|
2017
|
issue 8(72)
216-228
EN
In the article, based on the analysis of a large number of scientific sources, the theories of distributive leadership in the interuniversity networks is presented and characterized. It is revealed that university leadership is distributive in nature and should be distributed among all the structural units of an education institution. The essential characteristics of the main concepts of research are presented: network society, network, networking, university network, network management. Thus, the network society is considered as a new type of social structure and a new form of social organization of people. The network, in turn, is considered as an organizational structure that characterizes the interaction of a set of objects, united by certain forms of relationships, which are based on the interaction of people. Accordingly, the concept of “networking” means “systematic development (management) of external and internal connections (communication, interaction, coordination) between people, groups or organizations (“nodes”) in order to improve performance”. The university networks are defined in the article as a set of higher education institutions, united by a common idea and activity, aimed at increasing the efficiency of the educational process and the quality of its results, management activities, as well as the dissemination of innovative experiences within the network of higher education institutions and beyond it. The advantages (timely consideration of the needs of students and employees in the process of making important decisions for the development of the organization, greater financial transparency, managerial comfort, improvement of team work) and disadvantages (organizational fragmentation, reducing the clarity of roles, slow pace of the decision-making, underestimation of individual qualities and abilities of staff) of distributive leadership are highlighted. The forms (formal leadership, pragmatic leadership, strategic leadership, gradual leadership, cultural leadership) and functions (descriptive, corrective, expanding capabilities, rhetorical) of distributive leadership are found out. The study does not exhaust all aspects of the above mentioned problem. Further study deserves generalization of network leadership experience within interuniversity associations in order to improve the system of management of higher education in conditions of internationalization of the European Higher Education Area.
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