Women Becoming Social Justice Leaders with an Inclusive Viewin Costa Rica, Mexico, and Spain

Abstract

Article Info This study looks at three female school directors in Costa Rica, Mexico, and Spain who worked under challenging conditions to establish social justice. We were particularly interest in how they learned to become social justice leaders. Qualitative interviews were used to hear directly from the school directors about their experiences. Transcripts were analyzed for common themes. The commitment of these directors to social justice came from early family experiences that gave them strength and core values. They met adversity in young adulthood which reinforced their commitment to inclusive leadership.

Making Sense of It All: Values, Relationships and a Way Forward

“…Similarly, all three principals in Slater et al's paper saw the importance of developing relationships in their communities, from working with parents, empowering them to be involved in the school and community, to modelling social justice leadership in their own school communities and in other social projects in their districts. The above relationships arguably reflect Slater et al's (2017) use of Cribb and Gewirtz's (2003) conceptualisation of social justice: economic justice, cultural justice, and associational justice with cultural justice defined as recognition of a person individually and as a member of an ethnic group and associational justice referring to encouraging the participation of all.…”

Managerialismo, Autoritarismo Y La Lucha Por El Alma De La Gestión: El Caso De Las Últimas Reformas en Políticas De Dirección Escolar en Chile

“…A pesar de lo anterior, aunque la mayor parte de los países han estado sujetos de una u otra manera a la influencia de estos organismos internacionales, el impacto de los modelos gerencialistas que favorecen la visión individual del dirigir no ha sido tan fuerte. Esto ha permite desarrollo de experiencias y marcos regulatorios que han favorecido ampliamente procesos de gestión colaborativo, o al menos no han cercenado sus posibilidades; esto tanto en Europa, como en países latinoamericanos (ver GROSS;SHAPIRO, 2015;SLATER et al, 2017;TIKLY;BARRETT, 2011;WOODS, 2009). Por el contrario, el caso chileno ha seguido de modo firme el camino propuesto por el Nuevo Management Público, promovido por organismos internacionales (MONTECINOS; SISTO; AHUMADA, 2010).…”