Functional and role-playing positions in modern management teams: an educational institution case study

  • Received April 4, 2020;
    Accepted August 10, 2020;
    Published August 26, 2020
  • Author(s)
  • DOI
  • Article Info
    Volume 18 2020, Issue #3, pp. 129-140
  • Cited by
    4 articles

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This work is licensed under a Creative Commons Attribution 4.0 International License

The analysis of scientific approaches to understanding the psychological characteristics of the role of the management team is important in the context of ensuring the organizational development of educational institutions. The purpose of the study is to explore the basic approaches and views of modern researchers on defining team roles, to identify the main functional and role positions in the management team.
Determining the types of leadership roles of educational institutions based on empirical research data. Also based on the method of case studies problem-situational analysis − solving leadership problems by educational managers − were analyzed the effectiveness of role-playing positions in management teams. Conclusions were made about the need for some correction of understanding and assessment of the importance of all roles in the staff of heads of educational institutions. Each of these command roles related to specific personality traits identified by the tests.
An analysis of the orientation of education leaders towards team roles shows that they tend to focus on all team roles. However, one can say that some roles are more attractive to researchers, while others are less attractive. The government can use the research findings to create and implement training programs for educational leaders.

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    • Table 1. Main functions of a manager that define management style according to I. Adizes (Adizes, 2004)
    • Table 2. Levels of development of the main roles in the management team of heads of educational institutions (% of the total number of respondents)
    • Table 3. Characteristics of team roles
    • Table 4. Management components of heads of educational institutions (based on factor analysis results)
    • Table 5. Influence of leadership styles on the effectiveness of educational change according to D. Goleman
    • Table 6. Dependence of leadership styles on the context of the implementation of organizational change
    • Conceptualization
      Inna Semenets-Orlova, Alla Klochko, Vitaliy Tolubyak
    • Project administration
      Inna Semenets-Orlova, Alla Klochko
    • Supervision
      Inna Semenets-Orlova, Vitaliy Tolubyak
    • Writing – original draft
      Inna Semenets-Orlova, Alla Klochko
    • Writing – review & editing
      Inna Semenets-Orlova
    • Methodology
      Alla Klochko, Liudmyla Sebalo
    • Validation
      Alla Klochko, Liudmyla Sebalo
    • Visualization
      Alla Klochko, Liudmyla Sebalo, Maryna Rudina
    • Formal Analysis
      Vitaliy Tolubyak, Maryna Rudina
    • Investigation
      Liudmyla Sebalo, Maryna Rudina
    • Data curation
      Maryna Rudina