Diriger un établissement, entre faire agir les autres et se ménager pour continuer à piloter

It was not until the end of the twentieth century that research has begun to focus on the school effect (Grisay, 1990) and, more specifically, the headmaster effect (Gather Thurler, 1998). Headmaster are now being asked to deliver results, which amounts to a radical transformation of their previousl...

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Main Author: Richard Etienne
Format: Article
Language:fra
Published: Presses universitaires de la Méditerranée 2023-06-01
Series:Éducation et Socialisation
Subjects:
Online Access:https://journals.openedition.org/edso/23509
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author Richard Etienne
author_facet Richard Etienne
author_sort Richard Etienne
collection DOAJ
description It was not until the end of the twentieth century that research has begun to focus on the school effect (Grisay, 1990) and, more specifically, the headmaster effect (Gather Thurler, 1998). Headmaster are now being asked to deliver results, which amounts to a radical transformation of their previously control-oriented role. Their actions must be aligned with this mission: to get staff and students to do what they need to do to achieve the goals set by the government. They have to get used to it and endure what it does to himself. Our researches show that in fact he is led to do, therefore to act, with many constraints and to spare himself to serve and survive. What resources must be identified to exercise this new form given to the profession without yielding to the mirage of an idealized management?
format Article
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institution Kabale University
issn 2271-6092
language fra
publishDate 2023-06-01
publisher Presses universitaires de la Méditerranée
record_format Article
series Éducation et Socialisation
spelling doaj-art-2a0ba32bcf594e39a7c193cc3e2e3c662025-01-30T13:38:24ZfraPresses universitaires de la MéditerranéeÉducation et Socialisation2271-60922023-06-016810.4000/edso.23509Diriger un établissement, entre faire agir les autres et se ménager pour continuer à piloterRichard EtienneIt was not until the end of the twentieth century that research has begun to focus on the school effect (Grisay, 1990) and, more specifically, the headmaster effect (Gather Thurler, 1998). Headmaster are now being asked to deliver results, which amounts to a radical transformation of their previously control-oriented role. Their actions must be aligned with this mission: to get staff and students to do what they need to do to achieve the goals set by the government. They have to get used to it and endure what it does to himself. Our researches show that in fact he is led to do, therefore to act, with many constraints and to spare himself to serve and survive. What resources must be identified to exercise this new form given to the profession without yielding to the mirage of an idealized management?https://journals.openedition.org/edso/23509Schoolstressheadmastermanagementschool governanceburn out
spellingShingle Richard Etienne
Diriger un établissement, entre faire agir les autres et se ménager pour continuer à piloter
Éducation et Socialisation
School
stress
headmaster
management
school governance
burn out
title Diriger un établissement, entre faire agir les autres et se ménager pour continuer à piloter
title_full Diriger un établissement, entre faire agir les autres et se ménager pour continuer à piloter
title_fullStr Diriger un établissement, entre faire agir les autres et se ménager pour continuer à piloter
title_full_unstemmed Diriger un établissement, entre faire agir les autres et se ménager pour continuer à piloter
title_short Diriger un établissement, entre faire agir les autres et se ménager pour continuer à piloter
title_sort diriger un etablissement entre faire agir les autres et se menager pour continuer a piloter
topic School
stress
headmaster
management
school governance
burn out
url https://journals.openedition.org/edso/23509
work_keys_str_mv AT richardetienne dirigerunetablissemententrefaireagirlesautresetsemenagerpourcontinuerapiloter