Teacher’s Agency as an Indicator of Leadership Potential Development

Abstract

Nonlinearity, multi-contextuality, new normality, constant variability of the modern world are reflected in politics, economics, education and other spheres of human life. Professional and personal self-determination and orientation of a person is difficult in a situation of diversity of various social environments and spaces, functional and semantic uncertainty of educational contexts. In this regard, the importance in the field of education is acquired by the teacher’s transprofessionalism, his ability to continuously develop, independently build interaction with the multifunctional environment, showing his agency as one of the indicators of leadership potential development. The purpose of the study is to operationalize the content of the concept of the teacher’s agency and its manifestation as an indicator of the development of leadership potential, taking into account the ongoing changes in the modern world. Methodology. The understanding of the essence of the terms “agency” and “leadership potential” of the teacher was carried out using the method of semantic analysis of their interpretations available in domestic and foreign sources. The use of activity-based and acmeological approaches is due to the need to determine the key mechanism for implementing the teacher’s agency in the comparison of significant categories (agency, leadership and management). General scientific research methods were used: theoretical analysis and synthesis, systematization and generalization of scientific literature on the research topic. Results. Connectivism (social polyvalence) is proposed as the main mechanism for the manifestation of the teacher’s agency as a teacher’s ability to find and maintain conditions, forms, ways and means of communication with representatives of different professions, social groups and statuses, beliefs, ages for organizing joint actions, events, productive activities. This made it possible to establish the key role of agency in the development of a teacher’s leadership potential – the creation of an atmosphere of cooperation within and outside the educational organization. Conclusion. The conclusion is made that the teacher, as a carrier and subject of public relations, needs to develop his agency and leadership potential, respectively, for orientation and adaptation in a changing world in the interests of sustainable development of regions and the country as a whole.