Transformational Managerial Leadership

From authoritarianism to humane and adaptive leadership

In the current context of educational institutions, there is a necessary transition from traditional management models to more organic and flexible approaches.

Historically, and very markedly in certain cultures, the figure of the principal or rector has been confused with that of the authoritarian, where decision making was unilateral and the modification of a directive was perceived as a sign of weakness. However, educational coaching proposes an adaptive leadership model.

This management style understands that rigidity is a risk factor in a changing environment and that true strength lies in the ability to adjust the course according to the needs of the context and the people.

The transformational leader is not the one who imposes his vision from an ivory tower, but the one who is able to go down to the field and connect humanely with his team.

It is about exercising authority based on auctoritas (prestige and trust) rather than potestas (hierarchical power).

This manager uses coaching tools to actively listen to his staff, validate their emotions and empower them, understanding that a team that feels listened to is a team that is committed to institutional objectives.

Human management thus becomes the most important competitive advantage of the school organization.

Navigating the complexity of interests in the educational community

Managing a school is, in essence, managing a complex ecosystem where multiple stakeholders with often divergent agendas coexist.

The manager is at the center of a web of tensions: the academic and emotional expectations of students, the demands of families for protection and results, the work and professional needs of teachers, and the economic or strategic requirements of the owners or the public administration.

The challenge of leadership lies in the ability to navigate among these interests without losing pedagogical direction.

To achieve this, the leader must act as an expert mediator and an architect of consensus.

It is not a matter of agreeing with everyone, which is impossible, but of aligning these different visions under a higher common purpose.

Using the systemic vision of coaching, the manager works to make each sector understand that the success of one depends on the success of the whole.

For example, aligning families with the school's methodology not through imposi