Palabras clave:
Liderazgo, Talento, Percepciones, Mejora de la escuela.Derechos de autor 2016 REICE. Revista Iberoamericana sobre Calidad, Eficacia y Cambio en Educación
Esta obra está bajo una licencia internacional Creative Commons Atribución-NoComercial-SinDerivadas 4.0.
Resumen
En este artículo nos centramos en la retención del talento de liderazgo como un componente de las soluciones locales para la sucesión del liderazgo y la gestión del talento en un contexto inglés y a partir de ahí, extraer conclusiones aplicables a diferentes contextos internacionales para aquellos que tratan de asegurar un suministro de líderes escolares de alta calidad. El artículo explora las percepciones de 70 directores, 191 líderes de nivel medio y 168 docentes provenientes de 70 escuelas primarias y secundarias en diferentes contextos en las Midlands y el noroeste de Inglaterra, mediante grupos focales y un cuestionario. Se pidió a los encuestados que informaran sobre los enfoques actuales de retención del talento de liderazgo en sus escuelas y la forma en que perciben si su administración local podría involucrarse más en la retención del talento de liderazgo. El artículo incluye también una entrevista en profundidad con un alto cargo responsable del desarrollo y retención del liderazgo de una gran administración ubicada en la región central de Inglaterra. Se sugiere que los propósitos nacionales y locales para aumentar las reservas de talento de liderazgo y retener a los líderes de alta calidad para el presente y para el futuro, deben tener en cuenta la inclusión y el flujo de individuos capaces de progresar a puestos clave de liderazgo que son difíciles de reemplazar, y que una estrategia enfocada a la creación de talento ligada a una visión del desarrollo, la mejora y el rendimiento de la escuela, puede representar una forma ideal de ir hacia adelante.
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