Psychological factors in the formation of professionalism of principals of general secondary education institutions

Abstract

The article deals with the structure of professionalism of principals of general secondary education institutions, which contains the cognitive component of professionalism of management activity (system of knowledge about the essence, structure of management activity of the principal); motivational and value component (principal’s motivation to professional activity, positive attitude and desire to develop their professionalism in management, high level of readiness for management, interest in it, professional values, vocation to management activity,); operational and technological component (a set of skills, abilities, methods of action, techniques, technologies to ensure the development of professionalism). The psychological factors of formation of professionalism of principals of general secondary education institutions are described. The dependence of the formation of professionalism of principals on their gender, age and work experience is revealed. Male principals pay more attention to non-standard ways of solving problems, are guided in decision-making by logic rather than feelings, prefer intrinsic motivation, acutely experience periods of meaningless existence. Women principals use their intuition more often than men, they are more communicative, have deeper emotional experiences, more often smooth out conflict situations, prefer external motivation. With aging, the importance of such values as the social authority and recognition, the possibility of self-development, self-improvement, the creative nature of management increases. The instrumental value of executive discipline, responsibility, intransigence to one's own shortcomings and the shortcomings of subordinates also increases, the values of self-control and the availability of free time decrease. Principals with 11 to 15 years of experience have the greatest hope for success, and those with more than 21 years of experience have the least hope. Limitations of principals of different genders, ages and length of service in management positions, which hinder the development of their professionalism, are also described.