Leadership Practices Of Managers Research Articles

Gestión directiva en establecimientos de educación media técnico profesional: desafíos para el liderazgo

This article addresses the analysis of the institutional management modalities and the management leadership practices in educational institutions offering secondary TVET education in Chile. To this end, the vocational orientation existing in these centers are reviewed, along with the articulation processes between the general and specialized education and the actions aimed to promote links with multiple industries and relevant actors with the goal of supporting education-to-work processes. The case study conducted, revealed a predominance of leadership styles that adopt a delegative nature, with little capacity of the managing teams to take on tasks that are specific of the different secondary TVET areas of specialization. The external requirements for education quality assurance demand a significant portion of these institutions’ management efforts, relegating to a second level the professional training goals and making it more difficult to develop links with companies or other production actors, local or regional. As can be inferred from some innovative experiences, promoting a leadership model that favors intra and inter mediation actions of educational institutions, is an alternative of particular interest for the development of secondary TVET and its future challenges.

An Extension of the Leadership Practices Inventory to Individual Contributors

The Leadership Practices Inventory (LPI), which had been developed for use with managerial populations, was modified for use with nonmanagers and individual contributors. Subjects were 1,651 individual contributors and 7,073 of their colleagues. Satisfactory internal consistency and test-retest reliability estimates were found. Differences between self and observer scores and between male and female respondents were minimal and consistent with those reported for the LPI. Comparisons between the leadership practices of managers and nonmanagers within the same organization were relatively similar, although some significant differences were observed.