Educational leadership : its role as a factor in promoting reforms in higher education (full text in Greek)

 
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2016 (EN)
Εκπαιδευτική ηγεσία: ο ρόλος της ως παράγοντας προώθησης μεταρρυθμίσεων στην τριτοβάθμια εκπαίδευση (EL)
Educational leadership : its role as a factor in promoting reforms in higher education (full text in Greek) (EN)
Educational leadership : its role as a factor in promoting reforms in higher education (FR)

Balias, Efstathios
Bestias, Georgios

Τα πανεπιστήμια διαδραματίζουν έναν καίριο ρόλο στην ανώτατη εκπαίδευση στα πεδία της μάθησης, της παραγωγής νέας γνώσης, της καινοτομίας, της οικονομίας και της ικανοποίησης των κοινωνικών αναγκών. Η διοίκηση και η αντίστοιχη ηγεσία των πανεπιστημίων, ο τρόπος που αυτή ασκείται, οι σκοποί που προωθεί και ο βαθμός υλοποίησής τους αποτελούν κρίσιμους παράγοντες της επιτυχίας των πανεπιστημίων. Oι θεωρίες της πανεπιστημιακής ηγεσίας που αναπτύχθηκαν τα τελευταία χρόνια, δίνουν έμφαση στην αποτελεσματικότητα (effectiveness) των ακαδημαϊκών οργανι­σμών μέσα από την ανάπτυξη της επικοινωνίας, της οργανωτικής κουλτούρας και της συμμετοχής των μελών της πανεπιστημιακής κοινότητας στη διοίκηση του πανεπιστημίου. Πολλοί μεταρρυθμιστές πιστεύουν ότι η αποτελεσματικότητα της πανεπι­στημιακής ηγεσίας αποτελεί το κλειδί της προσαρμογής των πανεπιστημίων σε ένα μεταβαλλόμενο κόσμο και συνεπώς των μεταρρυθμίσεων που είναι απαραίτητες για την επίτευξη των σκοπών τους. Όμως, η αποτελεσματικότητα των πανεπιστημίων είναι συνυφασμένη με μια ηγεσία η οποία δεν περιορίζεται στη δημιουργία καλύ­τερων οργανωτικών δομών, αλλά πρέπει ταυτόχρονα να προωθεί αλλαγές μέσα από τη συναίνεση και τη διάδραση όλων των παραγόντων της πανεπιστημιακής κοινό­τητας. Στο άρθρο αυτό, θα εξετάσουμε τις διάφορες μορφές εκπαιδευτικής ηγεσίας που συναντώνται στους εκπαιδευτικούς οργανισμούς και κυρίως τη μετασχηματιστική ηγεσία, η οποία, στον χώρο της τριτοβάθμιας εκπαίδευσης, αποτελεί τον μοχλό προώ­θησης δημοκρα­τικών-συναινετικών πρακτικών με αποτελεσματικό τρόπο. Επιπλέον, θα εξετάσουμε τον ρόλο των ακαδημαϊκών ηγετών και τον τρόπο με τον οποίο μπορούν να συμβάλουν στην αποτελεσματική λειτουργία του εκπαιδευτικού οργανισμού μέσα από την εφαρμογή  μιας δημοκρατικής ηγεσίας, των μορφών και των χαρακτηριστικών που αυτή πρέπει να έχει, ώστε  να επιτευχθούν οι στόχοι της. (EL)
Universities play a key role in higher education in the fields of learning, production of new knowledge, innovation, economy and satisfaction of social needs. The administration of the university, the way it is exercised, the objectives and the degree to which it promotes their implementation are critical factors in the success of universities. The theories of university leadership developed in recent years emphasize effectiveness of academic institutions through the development of communication, organizational culture and the involvement of members of the university community in university administration. Many reformers believe that the effectiveness of university leadership is the key to the adaptation of universities in a changing world and therefore to the reforms necessary to achieve their objectives. But the effectiveness of leadership in universities is intertwined with a leadership that is not limited to creating better organizational structures, but must also promote change through consensus and the interaction of all factors in the university community. The article will examine the various forms of educational leadership encountered in educational institutions and especially transformational leadership which in the field of higher education is a means of encouraging democratic - consensual practices effectively. In addition, we will refer to the role of academic leaders and how they contribute to the effective functioning of an educational organization with simultaneous application of a democratic form of leadership and the characteristics it should have in order to achieve its objectives. (EN)
Universities play a key role in higher education in the fields of learning, production of new knowledge, innovation, economy and satisfaction of social needs. The administration of the university, the way it is exercised, the objectives and the degree to which it promotes their implementation are critical factors in the success of universities. The theories of university leadership developed in recent years emphasize effectiveness of academic institutions through the development of communication, organizational culture and the involvement of members of the university community in university administration. Many reformers believe that the effectiveness of university leadership is the key to the adaptation of universities in a changing world and therefore to the reforms necessary to achieve their objectives. But the effectiveness of leadership in universities is intertwined with a leadership that is not limited to creating better organizational structures, but must also promote change through consensus and the interaction of all factors in the university community. The article will examine the various forms of educational leadership encountered in educational institutions and especially transformational leadership which in the field of higher education is a means of encouraging democratic - consensual practices effectively. In addition, we will refer to the role of academic leaders and how they contribute to the effective functioning of an educational organization with simultaneous application of a democratic form of leadership and the characteristics it should have in order to achieve its objectives. (FR)

Εκπαιδευτική ηγεσία, μετασχηματιστική ηγεσία, αποτελεσματικότητα, δημοκρατική ηγεσία. (EL)
Eπιστήμες της Εκπαίδευσης (EL)
Educational leadership, transformational leadership, effectiveness, democratic leader-ship (EN)
Educational Sciences (EN)
Educational leadership, transformational leadership, effectiveness, democratic leadership (FR)
Educational Sciences (FR)

Πανεπιστήμιο Πατρών (EL)
University of Patras (EN)

Greek

2016-02-10


Hrray (EN)

Academia; Αρ. 6 (2016); 164-197 (EL)
Academia; Αρ. 6 (2016); 164-197 (EN)
Academia; Αρ. 6 (2016); 164-197 (FR)

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