Тошкент давлат педагогика университети ҳузуридаги фан доктори илмий даражасини берувчи бир марталик илмий кенгаш

 
 
 
 
 
 
Fig. 1 Vectors of evaluation of the effectiveness of innovative activity of 
education manager 
 
First vector provides an assessment of innovative activity of education 
manager by subordinates using a specially designed questionnaire; 
The second vector provides an assessment of innovative activity of education 
manager by his immediate supervisor, also with the help of a specially designed 
questionnaire; 
Evaluation of innovative activity by 
subordinate 
Evaluation of innovative activity by 
manager 
Self-evaluation of innovative 
activity 
Conclusive evaluation of 
innovative activity 

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The third vector provides self-esteem of innovative activity of education 
manager through developed questionnaire of self-evaluation. 
According to the obtained results of the study (n=293), using a developed 
standardized methodology, was found that the number of prevalent (32.4%), 
education managers have an average level of innovative performance. However, 
37.2% of the managers have difficulties in organizing innovative activity. Among 
these, 21.2% of education managers is observed below the average, and 16% have 
low level of innovative activity. 30.4% of education managers are doing well in 
terms of education and organization of innovative activity. Around these, 11.3% 
experienced high and 19.1% above the average levels of innovation. 
To determine the reliability of the statistical impact of theoretically selected 
components of preparedness of education managers on the effectiveness of 
innovative activity in a higher educational institution, we performed appropriate 
peer review (n=187) on a pre-designed questionnaire. According to the results was 
conducted factor analysis, which allowed us to identify five factors that combine 
statistically significant components of fitness of education manager for innovative 
activity in higher educational establishments: motivational; communicative; 
contact; organizational (Fig. 2).