Habilidades en la alta gestión y política universitarias
This article focuses on the review of set of skills that should accompany, at all times, those who perform the Public University tasks of senior management and responsibility. In respect thereof, this article analyzes, methodologically, the leadership of the highest academic authority of the Univers...
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| Formatua: | Artikulua |
| Hizkuntza: | Gaztelania |
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2020
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| Sarrera elektronikoa: | https://dialnet.unirioja.es/servlet/oaiart?codigo=7388657 |
| Baliabidea: | Revista de educación y derecho = Education and law review, ISSN 2013-584X, Nº. 21 (Fiscalidad y objetivos de desarrollo sostenible (ODS)), 2020 |
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Etiketa erantsi
Etiketarik gabe: Izan zaitez lehena erregistro honi etiketa jartzen
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dialnet-ar-18-ART0001381088
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dialnet
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Dialnet
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Dialnet AR
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Revista de educación y derecho = Education and law review, ISSN 2013-584X, Nº. 21 (Fiscalidad y objetivos de desarrollo sostenible (ODS)), 2020
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Spanish
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| topic |
Política universitaria
Liderazgo Gestión Universitaria Toma de decisiones Rectorado University policy Leadership University management Decision making University rectorate |
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Política universitaria
Liderazgo Gestión Universitaria Toma de decisiones Rectorado University policy Leadership University management Decision making University rectorate Vallespín Pérez, David Habilidades en la alta gestión y política universitarias |
| description |
This article focuses on the review of set of skills that should accompany, at all times, those who perform the Public University tasks of senior management and responsibility. In respect thereof, this article analyzes, methodologically, the leadership of the highest academic authority of the University with special attention, on the one hand, to the role that corresponds to the rector of the university in the management of decision making, planning and implementation of the dynamics of work of management team, and conflict management between the different university levels; and on the other hand, to what they should be, from their own example, their negotiation and communication skills. By using an interdisciplinary and transversal procedure, in which Education, Psychology and Law converge, it’s concluded, after a comparative analysis of the different leadership styles (commanding, visionary, affiliative, democratic, pacesetting and coaching) that, depending on circumstances of each moment and the issues to be address, all and each of them can be useful in the hands of a rector of the university who, being a leader, knows how to exercise as such, has the ability to ask the appropriate questions in each case, actively listening to the entire university community, and who projects his dedication and willingness to serve in the common interest of the university institution that manages.
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Article
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| author |
Vallespín Pérez, David
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| author_facet |
Vallespín Pérez, David
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| author_sort |
Vallespín Pérez, David
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| title |
Habilidades en la alta gestión y política universitarias
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| title_short |
Habilidades en la alta gestión y política universitarias
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| title_full |
Habilidades en la alta gestión y política universitarias
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| title_fullStr |
Habilidades en la alta gestión y política universitarias
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| title_full_unstemmed |
Habilidades en la alta gestión y política universitarias
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| title_sort |
habilidades en la alta gestión y política universitarias
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| publishDate |
2020
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| url |
https://dialnet.unirioja.es/servlet/oaiart?codigo=7388657
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1709751848362049536
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dialnet-ar-18-ART00013810882020-10-08Habilidades en la alta gestión y política universitariasVallespín Pérez, DavidPolítica universitariaLiderazgoGestión UniversitariaToma de decisionesRectoradoUniversity policyLeadershipUniversity managementDecision makingUniversity rectorateThis article focuses on the review of set of skills that should accompany, at all times, those who perform the Public University tasks of senior management and responsibility. In respect thereof, this article analyzes, methodologically, the leadership of the highest academic authority of the University with special attention, on the one hand, to the role that corresponds to the rector of the university in the management of decision making, planning and implementation of the dynamics of work of management team, and conflict management between the different university levels; and on the other hand, to what they should be, from their own example, their negotiation and communication skills. By using an interdisciplinary and transversal procedure, in which Education, Psychology and Law converge, it’s concluded, after a comparative analysis of the different leadership styles (commanding, visionary, affiliative, democratic, pacesetting and coaching) that, depending on circumstances of each moment and the issues to be address, all and each of them can be useful in the hands of a rector of the university who, being a leader, knows how to exercise as such, has the ability to ask the appropriate questions in each case, actively listening to the entire university community, and who projects his dedication and willingness to serve in the common interest of the university institution that manages.El presente artículo centra su atención en el examen de aquel conjunto de habilidades que deberían acompañar, en todo momento, a quienes desempeñan en la Universidad Pública labores de alta gestión y responsabilidad. A tal efecto, metodológicamente, se parte del análisis del liderazgo de la máxima autoridad académica de la Universidad con especial atención, de una parte, al papel que le debe corresponde al rector o rectora en la gestión de la toma de decisiones, la planificación e implementación de la dinámica de trabajo de su equipo de dirección y la gestión de conflictos entre los diferentes estamentos universitarios; y de otra, a lo que deben ser, desde su propio ejemplo, sus habilidades de negociación y comunicación. Utilizando un procedimiento interdisciplinar y transversal, en el que confluyen Educación, Psicología y Derecho, se termina por concluir, previo análisis comparado de los diferentes estilos de liderazgo (commanding, visionary, affiliative, democratic, pacesetting y coaching), que, dependiendo de las circunstancias de cada momento y en función de los problemas a resolver, todos y cada uno de ellos pueden resultar útiles en manos de un rector o rectora que, siendo líder, sepa ejercer como tal, tenga la habilidad de hacerse las preguntas oportunas en cada caso, escuchando activamente a toda la comunidad universitaria, y que proyecte su dedicación y voluntad de servicio en el interés común de la institución universitaria que dirige.2020text (article)application/pdfhttps://dialnet.unirioja.es/servlet/oaiart?codigo=7388657(Revista) ISSN 2013-584XRevista de educación y derecho = Education and law review, ISSN 2013-584X, Nº. 21 (Fiscalidad y objetivos de desarrollo sostenible (ODS)), 2020spaLICENCIA DE USO: Los documentos a texto completo incluidos en Dialnet son de acceso libre y propiedad de sus autores y/o editores. Por tanto, cualquier acto de reproducción, distribución, comunicación pública y/o transformación total o parcial requiere el consentimiento expreso y escrito de aquéllos. Cualquier enlace al texto completo de estos documentos deberá hacerse a través de la URL oficial de éstos en Dialnet. Más información: https://dialnet.unirioja.es/info/derechosOAI | INTELLECTUAL PROPERTY RIGHTS STATEMENT: Full text documents hosted by Dialnet are protected by copyright and/or related rights. This digital object is accessible without charge, but its use is subject to the licensing conditions set by its authors or editors. Unless expressly stated otherwise in the licensing conditions, you are free to linking, browsing, printing and making a copy for your own personal purposes. All other acts of reproduction and communication to the public are subject to the licensing conditions expressed by editors and authors and require consent from them. Any link to this document should be made using its official URL in Dialnet. More info: https://dialnet.unirioja.es/info/derechosOAI
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