PEDAGOGICAL AND PSYCHOLOGICAL FOUNDATIONS OF FORMING MANAGERIAL COMPETENCIES IN HIGHER EDUCATION TEACHERS

Authors

  • Isabekov Bahodir Isabek ugli Tashkent State Medical University Methodologist of the Department for Working with Youth, Spirituality and Enlightenment, Tashkent State Pedagogical University named after Nizami

Keywords:

higher education, teacher, managerial competence, pedagogical foundations, psychological foundations, leadership, communicative competence, decision-making, management activity, professional development, innovative education, pedagogical mastery, personal qualities, reflection, motivation.

Abstract

In the modern education system, the increasing role of the teacher’s personality is substantiated not only as a provider of knowledge but also as a subject effectively implementing management activities. The study highlights the structural components of managerial competence, as well as the pedagogical conditions and psychological factors influencing their formation. It also examines effective methods for developing teachers’ leadership abilities, communication skills, decision-making, and conflict management competencies. The results of the article are of significant importance for improving the professional development of teachers in higher education and for the effective organization of management activities.

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References

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Decrees and resolutions of the President of the Republic of Uzbekistan on the development of the education system. (2019). Tashkent.

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Klimov, E.A. (2005). Psychology of professional self-determination. Moscow: Akademiya.

Leontyev, A.N. (1975). Activity, consciousness, and personality. Moscow: Politizdat.

Drucker, P. (2008). Management: Tasks, responsibilities, practices. New York: Harper & Row.

Mintzberg, H. (1980). The Nature of Managerial Work. New York: Harper & Row.

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Published

2026-05-05

How to Cite

Isabekov Bahodir Isabek ugli. (2026). PEDAGOGICAL AND PSYCHOLOGICAL FOUNDATIONS OF FORMING MANAGERIAL COMPETENCIES IN HIGHER EDUCATION TEACHERS. Journal of Applied Science and Social Science, 16(5), 147–150. Retrieved from https://www.internationaljournal.co.in/index.php/jasass/article/view/4281