Paulina Koršňáková - IEA

Biography

Paulina Koršňáková - Senior Research and Liaison Advisor, International Association for the Evaluation of Educational Achievement (IEA)

Dr Paulína Koršňáková is Senior Research and Liaison Adviser of IEA, a non-profit international scientific society that conducts pedagogical research worldwide.

She is responsible for supporting and the development of existing memberships and institutional partnerships within IEA’s mission, whilst identifying new organisations or new venues for innovative collaboration. She is committed to facilitating capacity building and knowledge sharing to foster innovation and quality in education worldwide. She has experienced of managing a multidisciplinary team of experts and supervising international comparative large scale studies of educational achievement in countries worldwide.

Previously, she worked as a teacher, project managing researcher and policy analyst in Slovakia.

Workshop

Leadership of a Change and Changed Leadership

This proposal relates to Leadership Strategy and Change and is based on our (IEA’s) experience of rebranding. Due to some decline of our income for services that were traditionally used to support our comparative studies in education, we had to either increase fees for participants to our studies, or to attract more participants in order to cover all the incurring costs. In communication with our governing board and members, we came to a conclusion that we need to make our IEA brand more appealing, easily accessible for the relevant audiences and so improve the overall recognition of our studies. Based on the advice we attempted using the social media and built a presence there - on top of the project related duties. Since there was no sufficient expertise in-house for the brand renewal, we hired a new colleague with the relevant expertise and launched a call for our webpage redesign. The presentation will focus on the moral and lessons learned.

  • Challenges come in a cluster, less money is very often linked to more tasks that need to be attended.
  • Leaders can deal with the overload in a different manners, one option is to secure the time and resources necessary to embark on a change that would remedy the situation. No current overload shall prevent a leader in securing the time and resources necessary to embark on a change that would remedy the situation.
  • It may be important to tune a leadership style when a new expertise is called-in, since it may come with a different culture and presumptions.

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