Complex Approach to Shared Leadership in the Education Manager. (Project execution)

Abstract

This article aims to analyze from the perspective of the complex approach the aspects of the shared leadership of the educational manager, in order to promote a significant reconstruction to recreate new meanings about the social role to be assumed by educational managers of the new millennium. Assigned in the line of research: Leadership for Change and Educational Transformation. The research process is based on qualitative research, supported by a phenomenological study supported by hermeneutics. It is conceived within the modality of descriptive field research. For the information gathering, direct observation was used, in-depth interviews applied to three (03) informants from different institutions in managerial functions; As instruments the interview guide and the recording of observations. The information gathered was analyzed and validated through triangulation. For the interpretation was developed structuring, contrasting and theorizing. The analysis was approached taking into account the information and the findings found in the discourse of the informants supported by interpretative criteria. In this sense, it is concluded that managers are based on individual work, devoting their time and effort to administrative tasks, neglecting shared work and the harmony that must exist in human relationships.