Perceptions of distributed leadership: case study of a public high school in Montevideo
The research proposes a situated study of distributed leadership dynamics based on the case of a public high school in the Zonal Oeste of Montevideo. A qualitative methodology was designed based on the operationalization of the concept of "distributed leadership," from which three dimensions emerged...
Gorde:
| Egile nagusia: | |
|---|---|
| Formatua: | article |
| Hizkuntza: | gaztelania |
| Argitaratua: |
2024
|
| Gaiak: | |
| Sarrera elektronikoa: | https://revistas.ort.edu.uy/cuadernos-de-investigacion-educativa/article/view/3822 https://hdl.handle.net/20.500.11968/7550 http://hdl.handle.net/20.500.11968/7550 |
| Etiketak: |
Etiketarik gabe, Izan zaitez lehena erregistro honi etiketa jartzen!
|
| Gaia: | The research proposes a situated study of distributed leadership dynamics based on the case of a public high school in the Zonal Oeste of Montevideo. A qualitative methodology was designed based on the operationalization of the concept of "distributed leadership," from which three dimensions emerged: shared decision-making, shared mission, vision, and goals, and professional development of teachers. Semi-structured interviews were conducted with a representative sample of institutional actors, considering their tenure at the school, their role, and, if applicable, the subject area they teach. The findings indicate that the participants perceive distributed leadership dynamics that positively impact their work within the school. These dynamics are articulated by a management team that, at least partially, succeeds in instilling a common purpose in the participants' practices centered around a guiding mission. The interviewees identified several main obstacles: some teachers' lack of engagement in participatory spaces (evident in the lack of initiatives and low involvement in center-wide meetings), reluctance to create opportunities beyond traditional classroom dynamics, insufficient resources to support staff and students, and the need for more paid hours for coordination and collaborative planning. |
|---|