The role of coaching in the training of principals: Analysis of a specific program
Abstract
The complexity of school management tasks requires specific training. Studies on leadership agree that such training should be based on reflective practice favored by coaching. This article presents the analysis of the behaviors and intervention strategies of coaches and their relation with reflective learning processes undertaken in discussion groups for the training of principals within the framework of a specific program. The results indicate that coaching requires rigorous training in relation to both leadership and social skills and abilities through which a relationship of trust can be built. Group synergies that encourage reflection on one’s own leadership require syntheses and extensions to establish relationships between the facts and avoid valuations and advice, while promoting active listening, the capacity to manage time and formulate questions, and challenge but not disqualify comments that are key to the improvement and quality of the training process. Given the multiple demands for coaches’ work to be effective, we observe the need for appropriate and rigorous training in expert knowledge through social skills and abilities that promote a relationship of trust with the participants.Keywords
principals, training, school coaching, school leadership, reflection on professional practiceReferences
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