Cambio en el Liderazgo Educativo Intermedio en Nueva Zelanda: El Jamón en el Sándwich
Palavras-chave:
Calidad, Eficacia, Cambio, Mejora, Equidad, Innovación.Copyright (c) 2016 REICE. Revista Iberoamericana sobre Calidad, Eficacia y Cambio en Educación
Este trabalho está licenciado sob uma licença Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
Resumo
El objetivo de este artículo es mostrar los resultados de un estudio intensivo sobre el rol que tienen los líderes intermedios en la Educación Superior de Nueva Zelanda. Un total de diez líderes intermedios formaron parte de un proyecto reciente de investigación, cuyo objetivo era examinar los cambios de liderazgo exitosos en la Educación Superior. En dicho estudio, cada líder intermedio contestó preguntas acerca de su propia visión sobre estar “en medio” de los cambios en los roles de liderazgo y su visión general sobre el liderazgo intermedio. Los diez líderes intermedios describieron la situación que están viviendo en sus respectivas organizaciones en relación a ser “el de en medio”, o ser “el sándwich” entre el nivel directivo superior a quien les rinden cuentas, entre aquellos que describen como colegas o compañeros, y entre los subordinados de quienes tienen cierta responsabilidad moral. La investigación analiza las percepciones sobre “estar en medio” y cómo los líderes de cambio median su postura entre ser un subordinado, ser un colega y ser un superior. Además, se profundiza sobre cómo los líderes educativos median sus capacidades de gestión entre el personal académico y el general que se encuentra en una posición más baja; cómo dirigir equipos de compañeros que toman decisiones de manera colegiada; y responder a las autoridades superiores desde un liderazgo organizativo.
Las aportaciones de los participantes en cuando a sus observaciones personales e historias de vida, han formado una particular y única ontología del centro, permitiendo así entender profundamente los factores que les influyen por el hecho de ser “el de en medio”. Algunas de esas perspectivas han sido puestas en práctica por el autor, a través de un liderazgo organizativo que responde a futuros cambios, llevando a cabo una buena gestión de la comunicación y participación de una Comunidad Educativa. Para los líderes intermedios que han participado en el estudio, la valoración de las relaciones de trabajo con los líderes de cambio y los grupos directivos podría ser un área productiva para próximos estudios. Estas relaciones toman distintas formas, incluyendo aquellas en donde algún miembro ha ascendido (desde la base) y toma el liderazgo, o simplemente aquellas en donde hay una experiencia compartida. Futuras investigaciones sobre este tipo de relaciones, podrían proporcionar perspectivas que faciliten a los líderes desarrollar una mejor comprensión sobre cómo ocurre el cambio. La investigación muestra cómo los participantes se consideran “importantes” al estar en medio de la línea directiva, tanto en la gestión de recursos como de temas académicos, así como en el medio de los imperativos de las competencias, las dinámicas y las estructuras institucionales.
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