希望的连续表达及其对领导力在危机时刻的影响

IF 3.5 3区 教育学 Q1 EDUCATION & EDUCATIONAL RESEARCH Aera Open Pub Date : 2024-08-09 DOI:10.1177/23328584241267785
Patricia Virella
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引用次数: 0

摘要

在当今充满教育挑战的危机背景下,了解校长如何通过其领导力表达希望以应对这些挑战至关重要。通过在 2019-2022 年开展的一项广泛的定性研究,我考察了 50 位校长如何在不同程度上表达和利用希望来阻碍或促进成果的提高、包容性和危机后的稳定恢复,从而为他们的学校社区设计一个更美好的未来。在此过程中,我描述了:(a) 校长们的领导环境如何使他们表达高希望或低希望的领导特质;(b) 校长们在危机期间和危机后表达高希望领导的情况;(c) 校长们在危机期间和危机后表达低希望领导的情况。鉴于当今领导力的复杂性和领导者面临的无数危机,确定有可能培养包容、公平的学校氛围的希望型领导力表达方式至关重要。
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A Continuum of Expressions of Hope and the Influence on Leadership Through Times of Crisis
Given today’s crisis-laden context filled with educational challenges, it is critical to understand how principals express hope through their leadership to navigate these challenges. Through an extensive qualitative research study conducted in 2019–2022, I examined how 50 principals expressed and used hope in varying degrees to hinder or facilitate increased outcomes, inclusivity, and stable recovery post-crisis to design a better future for their school communities. In so doing, I describe (a) how the context in which principals lead lends itself to expressing high- or low-hope leadership attributes; (b) principals’ expressions of high-hope leadership during and post-crisis; and (c) principals’ expressions of low-hope leadership during and post-crisis. Identifying expressions of hope leadership practices with the potential to cultivate inclusive, equitable school climates proves vital, given the complexity of leadership today and the myriad crises leaders face.
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来源期刊
Aera Open
Aera Open EDUCATION & EDUCATIONAL RESEARCH-
CiteScore
5.00
自引率
7.10%
发文量
60
审稿时长
15 weeks
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