Self-designation/self-awareness as a leading mechanism for the development of strategic leadership of school leaders working in difficult social conditions
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This article examines the phenomenon of self-designation and self-awareness as key mechanisms in the development of strategic leadership of school leaders working in difficult social conditions. The work uses methods of analysis, synthesis, content analysis and comparative analysis to identify factors contributing to the formation of self-designation among managers. The study focuses on the relationship between self-designation, which reflects a leader's ability to proactively take initiative and responsibility, and self-awareness, which promotes a deeper understanding of one's own emotions, thoughts and their impact on actions. The theories of self-determination, social identity and roles presented in the article help to understand the mechanisms of formation of leadership qualities in managers. Special attention is paid to the analysis of conditions such as support for autonomy, psychological safety, clarity of roles and the presence of role models that contribute to the development of self-determination. The article concludes that self-designation is important as a leading mechanism that allows managers to effectively respond to challenges and adapt educational institutions to difficult social conditions.
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