71 KB29 KB200820242014Sormo, DagSträng, Dan Rogerletnik:12številka:special iss.str. 97-108, 205ISSN:1581-8225COBISSID:520273433URN:URN:NBN:SI:doc-DRWUS0PVenŠola za ravnateljeVodenje v vzgoji in izobraževanjucollaborative dialoguedialogeducationleadershipmedosebna komunikacijamentorjiravnateljireflective practicevodenjeHow to remain balanced when developing a new kind of leadership|In this paper we will discuss the process of creating and implementing an efficient dialogue between educational leaders and researchers in a collaborative relationship. The dialogue was originally intended to help the leaders find new and effective ways to improve their leadership through reflective practice. A way of doing this was implementing a mentoring leadership which eventually ended up with a frustrated staff and questions of how educational leaders can attach to a new kind of leadership without losing their identity. Reflective practice may lead to learning and growth for the whole organization, but changing an organizational culture is complex and challenging for those involvedV članku obravnavamo proces ustvarjanja in uvajanja učinkovitega dialoga med vodjami izobraževanja in raziskovalci v sodelovalnem odnosu. Sprva je bilo mišljeno, da bi bil dialog v pomoč vodjam izobraževanja pri iskanju novih in učinkovitih načinov izboljševanja njihovega vodenja z refleksivno prakso. Ena od poti pri uresničevanju tega je bilo uvajanje mentorskega vodenja, vendar je na koncu pripeljala tudi do nezadovoljstva med zaposlenimi in spraševanja, kako se lahko vodje v izobraževanju povežejo z novo vrsto vodenja, ne da bi izgubili svojo identiteto. Refleksivna praksa lahko vodi do učenja in rasti v celotni organizaciji, toda spreminjanje organizacijske kulture je za udeležene zapleteno in zahtevnoTEXTznanstveno časopisjejournalsSlovenian National E-content AggregatorNational and University Library of SloveniaŠola za ravnatelje