
Direction and Leadership in Educational Institutions
Code: 103524Credits: 6
| Degree programme | Type | Course |
|---|---|---|
| Education Studies | OB | 3 |
Contact lecturer
- Name :
- Maria del Mar Duran Bellonch
- Email :
- mariadelmar.duran@uab.cat
Group languages
You can consult this information at the end of the document.
Prerequisites
Management and leadership of educational institutions is part of a series of courses aimed at providing a minimum level of specialization in organization and management of educational organitzations and training. Taught in 3rd year for which it is considered that students have already acquired a number of competencies related to knowledge of structures and the operation of organizations. It is also assumed that they have taken, or are taking, the subject of Organizational Development.
Objectives
The subject presented, in the third year of the Pedagogy degree, is the second part of the subject “Coordination and Management of Educational Institutions” and is complemented by the subject “Organizational Development of Educational Institutions”. These two subjects form the foundation of the 4th year “Management of Training and Socio-Educational Institutions”. Placing students in the processes of change and improvement of organizations, this subject focuses on analyzing the role of managers as agents of change.
It starts from the foundations that have been developed in the subjects “Education and Educational Contexts”, “Organization and Groups” and “Design, Monitoring and Evaluation of Plans and Programs”. At the same time, it should be noted that this subject and the material it contains are complementary to fourth-year subjects such as "Educational Supervision and Inspection", "Evaluation of Centers and Teachers", and "Management and Development of Human Resources in Organizations", aimed at introducing students to specific aspects of the Organization and Management of Educational and Training Institutions.
Its goals are:
1. Analyze the nature and functions of educational management
2. Characterize leadership and its relationships with educational management
3. Apply strategies and instruments linked to the activity of managers in educational institutions
4. Design personal development programs for managers
Learning outcomes
- Produce and apply strategies to improve institutional management.
- Describe the typical roles, functions and activities of management for change.
- Selecting the strategies and procedures for change according to the context.
- Identifying and analysing models of participatory management.
- Delineate strategies and instruments to promote social participation in schools.
- Analyse a situation and identify its points for improvement.
- Identify the social, economic and environmental implications of academic and professional activities within one's own area of knowledge.
- Critically analyse the principles, values and procedures that govern the exercise of the profession.
- Communicate using language that is not sexist or discriminatory.
- Analyse the sex- or gender-based inequalities and the gender biases present in one's own area of knowledge.
- Consider how gender stereotypes and roles impinge on the exercise of the profession.
- Propose projects and actions that incorporate the gender perspective.
Contents
PART 1: Leadership in organizations
1. Interpersonal power and leadership
2. Leaderdhip Theories
3. Leadership in educational contexts. The feminization of the profession and leadership.
PART 2: The management of educatioal institutions and leadership
1. Conceptualizations, the nature and functions of management
2. Managers as agents of change
3. Participatory Management
PART 3 : Strategies and tools for managers
1. Self Management strategies
2. Management strategies
Learning activities and methodology
| Title | Hours | ECTS | Learning outcomes |
|---|---|---|---|
| Autonomous activities | 75 | 3 | 1, 3 |
| Supervised activities | 30 | 1.2 | 4, 5 |
| Big group face to face | 15 | 0.6 | 1, 3, 5 |
| Seminars | 30 | 1.2 | 2, 3, 4, 5 |
It is considered, that the main person in the teaching-learning process is the student and it is under this premise that the methodology of the subject has been planned. The lecturer will offer summaries and analyses of the content of the subject. She will also propose challenges, problems and cases to be solved by the students, according to the theory learned, and will facilitate discussions by objectives and learning through group techniques.
Assessment
Continuous assessment activities
| Title | Weight | Hours | ECTS | Learning outcomes |
|---|---|---|---|---|
| Systematic observation of student conduct | 10% | 0 | 0 | 8, 9, 10, 11, 12 |
| Self-directed program (individual task) | 20% | 0 | 0 | 1, 3, 5, 6, 8 |
| Written Test (individual task) | 50% | 0 | 0 | 1, 2, 3, 4, 5, 6, 7, 10, 11 |
| Classroom practices (Teamwork in CA or Indivudual in SA) | 20% | 0 | 0 | 1, 2, 3, 4, 5, 9, 11, 12 |
Both continuous assessment (CA) and single assessment (SA) modalities for this course will be carried out through the activities outlined in the assessment grid. Students who have formally applied for the single assessment modality and have been granted it must request a tutorial meeting with the lecturer before the course begins, or at the latest during the first week of the course.
The course is face-to-face in ALL cases, both in large-group sessions and in seminar sessions, regardless of whether students opt for continuous assessment or single assessment.
Attendance and participation in scheduled learning activities are considered essential requirements for passing the course. Compliance will be ensured through a minimum attendance of 80% of the total guided teaching hours. This corresponds to a maximum of 36 hours of permitted absence, or, in other words, a maximum of two missed class sessions. Absences do not require justification. In the case of prolonged health problems that prevent attendance, students must contact the lecturer, request a tutorial meeting, and the situation will be assessed on an individual basis.
To apply the weightings indicated in the assessment grid and pass the course, students must obtain a minimum mark of 5 out of 10 in each of the following four assessment components:
1. The individual exam on 4 June 2027, from 9:00 to 12:00, or, if failed, the resit exam on 25 June 2027, also from 9:00 to 12:00.
2. The individual self-leadership assignment, due on 30 April 2027, or, if failed, on 25 June 2027.
3. Group coursework for in-class practical activities, under the continuous assessment modality, will be submitted at the end of each class session (both large-group and seminar sessions). Individual coursework for in-class practical activities, under the single-assessment modality, will be submitted individually on 4 June 2027.
4. The lecturer’s systematic observation of student conduct, which must be compatible with the educational profession (active listening, respect, participation, cooperation, contribution to teamwork, empathy, kindness, punctuality, non-judgmental behaviour, argumentation skills, appropriate use of electronic devices, etc.).
Students who fail to submit any of the four assessment components listed above will be classified as “not assessed.” If a student fails one component but passes the others, the final grade recorded will correspond to the failed component. If more than one component is failed, the highest grade among the failed components will be recorded.
Students who enroll in the course for a second time may, if they wish, opt for a comprehensive assessment. To do so, they must arrange a meeting with the instructor during the first week of the course at the latest in order to submit their request.
Grades for assessment components will be communicated within three weeks of their submission. Assessment results will be discussed in large-group sessions and/or individually during tutorial hours.
In all activities (both individual and group), linguistic accuracy, quality of writing, and formal presentation will be considered, and must meet the academic standards expected at undergraduate level. Students must be able to express themselves fluently and accurately and demonstrate a high level of comprehension of academic texts. All written work must include in-text citations, and the final bibliography must follow APA guidelines (6th edition, 2010, or 7th edition, 2019). Any activity may be failed if these requirements are not met.
The use of generative artificial intelligence is permitted only for the following support tasks: literature search, text proofreading, and translation. Students must clearly indicate which tasks have been carried out using this technology, specify the tools used, include a critical reflection on how these tools have influenced both the process and the outcome of the assignment, and certify that the main ideas presented are their own. Failure to disclose the use of AI in this assessed activity will be considered a breach of academic integrity and may result in partial or total penalties in the mark, or more severe sanctions in serious cases.
Cheating or plagiarism in any assessment activity constitutes an academic offence and will be penalised with a grade of 0 (zero), with no possibility of resubmission, whether the activity is individual or group-based (in the latter case, all members of the group will receive a 0). If, during an in-class assessment task, the lecturer considers that a student is attempting to cheat or is found in possession of any unauthorized document or device, the task will be graded with a 0, with no option for reassessment, and the student will therefore fail the course. A piece of work, activity, or exam is considered “copied” when it reproduces all or a significant part of another student’s work or that of a third party. A work or activity is considered “plagiarised” when a portion of a text by another author is presented as one’s own without proper citation, regardless of whether the original sources are in print or digital format.
Bibliography
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Barroso, J., & Fuentes, A. R. (2025). Liderazgo y autonomía de los centros educativos. Revista Española de Pedagogía, 63(232), 423–441. jstor.org
Bocanegra Vilcamango, B. (2021). Liderazgo pedagógico: Mitos y posibilidades. Redipe.
Bolívar, A. (2023). Liderazgo distribuido en educación: Perspectivas, desafíos y discusiones. Universidad de Guadalajara.
Bolívar, A., Muñoz, G., Weinstein, J., & Domingo, J. (Eds.). (2022). Liderazgo educativo en tiempos de crisis: Aprendizajes para la escuela post-covid. Editorial Universidad de Granada.
Cantón Mayo, I., García-Martín, S., Cañón Rodríguez, R., & Grande-de-Prado, M. (2021). Calidad y liderazgo sostenible. International Journal of Educational Leadership and Management, 9(1), 76–91. hipatiapress.com
Canto Ortiz, J. M. (2019a). El liderazgo en los grupos. In J. M. Canto Ortiz, Psicología de los grupos (pp. 139–167). Aljibe.
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Software
No specific software is used beyond the usual office tools and the TEAMS platform if necessary.
Course groups and languages
The information provided is provisional until November 30. After this date, you will be able to consult the language of each group through this link. To access the information, you will need to enter the course CODE
| Type of teaching | Group | Language | Semester | Shift |
|---|---|---|---|---|
| (TE) Theory | 3 | Catalan | second semester | morning-mixed |
| (SEM) Seminars | 311 | Catalan | second semester | morning-mixed |
| (SEM) Seminars | 312 | Catalan | second semester | morning-mixed |