1 Ural Federal University (RUSSIAN FEDERATION)
2 Northern Pedagogical College (RUSSIAN FEDERATION)
About this paper:
Appears in: INTED2020 Proceedings
Publication year: 2020
Pages: 1739-1749
ISBN: 978-84-09-17939-8
ISSN: 2340-1079
doi: 10.21125/inted.2020.0559
Conference name: 14th International Technology, Education and Development Conference
Dates: 2-4 March, 2020
Location: Valencia, Spain
Developing managerial competencies among heads of general education institutions is a vital issue for Russia. It is standard practice in the Russian educational system to appoint the most experienced and highly qualified teachers with pedagogical skills and competencies as heads of general educational institutions. Such managers do not have managerial knowledge or experience in organisational management: as a result, they invest considerable amounts of time and effort in gaining, mastering and putting into practice the norms of professional conduct, theoretical and practical knowledge accumulated by the management system of the educational institution, which indicates the inadequate level of managerial competency development in general education organizations’ heads.

Research objectives: theoretically substantiating, developing and pilot-testing the effectiveness of the model for developing managerial competencies.

The survey involved 300 heads of general education institutions of the Sverdlovsk region.
Research methods: diagnosing general education institutions heads’ level of managerial competencies, survey, observation.

Main results:
1. A model for developing managerial competencies has been developed, which includes diagnostic, organizational, developmental, and reflective-effective stages.
2. The levels of managerial competency development have been singled out, which make it possible to evaluate the results of professional development: reproduction level (fragmented managerial knowledge, unstable reproduction of managerial skills, insufficient ability and willingness to mobilize this knowledge and skills in professional activity, transferring pedagogical experience and skills to the new professional/managerial activities); adaptation level (purposeful activities, developed system of managerial knowledge and skills, preference for solving management problems using algorithms); innovation level (pronounced personal orientation to managerial professional activity, creative activity, independence, ability and readiness to mobilize knowledge and skills, generalized ways of performing actions acquired through training, awareness of the importance of developing managerial competencies).
3. The use of a complex of methods, forms, means and conditions determines the success of professional development programmes for managers of general education organizations and allows developing their managerial competencies.
4. It was established that the level of managerial competency development in heads of general education organizations in the process of professional development at the reflective-effective stage (after the completion of professional development programme) is higher than at diagnostic stage (at its beginning).
Competence, managerial competence, developing managerial competencies, head of educational organization.