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PEDAGOGICAL ASPECTS OF DEVELOPING COMMUNICATIVE COMPETENCE
OF THE HEAD OF A PRESCHOOL EDUCATIONAL ORGANIZATION
M.N.Azamova
Scientific Director, Doctor of Pedagogical Sciences, Associate Professor
B.Muminov
Master's student at Bucheon International University in Tashkent, Republic of Korea
Annotation:
The article analyzes the necessity and pedagogical foundations of developing the
communicative competence of the head of a preschool educational organization. The ability of
the head to communicate effectively is considered as a decisive factor in ensuring the
effectiveness of the educational process management, the formation of a healthy psychological
climate in the team and interaction with the family community.
Key words:
communicative competence, preschool education, leader, management, pedagogical
approach, reflective approach, self-awareness, self-esteem.
Introduction
. Today, the reforms implemented in the education system require leaders to have a
new worldview, modern management competencies and a high level of communicative potential.
In particular, the Resolution of the President of the Republic of Uzbekistan dated May 8, 2019
No. PP-4312 "On approval of the Concept for the development of the preschool education
system of the Republic of Uzbekistan until 2030" also defined the advanced training of preschool
education system managers and the development of their communicative competence as one of
the priority areas [1].
Communicative competence is, firstly, a personal quality of a teacher, formed in the process of
personal development and self-development; secondly, an indicator of awareness of the goals,
essence, structure, means and characteristics of pedagogical communication; the level of
proficiency in the relevant technology; individual psychological qualities; the desire for
continuous improvement of communicative activity; orientation towards the personality of a
person as the main value, as well as the ability to non-standard, creatively solve problems arising
in the process of pedagogical communication [2].
Communicative competence is the ability of an individual to communicate effectively, correctly
perceive social and psychological situations, constructively resolve conflicts, and clearly convey
their thoughts. For the head of a preschool educational organization, this is not only a necessary
element of management activity, but also a tool for ensuring pedagogical interaction [3].
Among the scientists of our country, the psychological characteristics of a leader, the factors
influencing the quality of his decision-making, and communication skills are studied by Y.A.
Abdullaeva , D.S. Abdulladzhanova , Sh.Kh. Abdullaeva , T.M. Adizova , Yu.M. Asadov , A.G.
Avtorkhanova , A.A. Azizkhodzhaev , A.A. Beknazarov , D.M. Bobozhonova , N.M.
Boymuradov , O.T. Dzhavlanov , N.I. Dzhuraeva , E.G. Goziev , O.E. Khayitov , Ya.U.
Ismadiyarov , V.M. Karimova , I.I. Makhmudov , N.A. Muslimov , D.G. Mukhamedova, R.
Toshimov , E.N. Sattorov , O. Shakarov, K. Kuronbaev ,
M. Kuronov , A. Yuldashev and others.
1
1
Abdullayeva Ya.A. XIX asrning oxiri va XX asrda Qoraqalpоgʻistonda xotin-qizlar masalasi (Ijtimоiy-
siyosiy aspekt) : tfd diss... аvtorefеrаti . – T.: ОʻzRFАTI, 2005.–B.9;
qoʻyilgantalablar. T.:2003. – B. 54
Shakarov Oʻ. Rahbar axloqi va adolatli boshqaruvni tashkil etish muammolari :
sf b . f . dok.(PhD) diss...аvtorefеrаti. – T. 2018 . – B.12;
Abdullayeva Sh.X. Pedagog professional
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Scientists from the CIS countries, including Yu.S. Artemov, T.Yu. Bazarov,
O.V. Barausova , T.V. Bendas , A.S. Balasanyan, D.Yu. Varnavsky, I.E. Vegerchuk , A.A.
Derkach, V.G. Zazikin , Yu.V. Ovcharova, L.A. Petrovskaya, T.I. Polosina, S.V. Petrusin, A.D.
Ionova
and others, studied the aspects influencing the specific characteristics of a leader.
Foreign researchers M. Armstrong, G. Atamanchuk, S. Bern, E. Michaels, I. Nonak , H.
Rampersad
and others conducted research in the field of formation of specific characteristics of
kompitentligini shаkllаntirishning ijtimоiy-psiхоlogik meхаnizmlаri : p sixоl.fd(DSc) diss ... аvtоrеfеrаti.
2019. – B.10-11; Аdizоvа TM Social and psychological characteristics of the personality of the foreman
and the management style of the production team. Candidate of scientific. PhD in Psychology [ electronic
resource ] ; A. Chin A. Azizxоʻjаyеv oʻzbеk ishi . T.: Akademiyya . 2003. B.143; Bobojonova
DBOʻzbekistondа ijtimоiy-iqtisоdiy munosabatlar . – T.: Sharq , 1999. –B. 157;
Karimova VM Ijtimоiy
psiхоlogiyа va ijtimоiy аmаliyоt. T.:1999. – B 1999 ; Karimova V.M., Khayitov O.E., Djalalova SM Boshqaruv
psixolоgiyаsi. Oʻquv qoʻllаnma. Prof. Karimova VM umumiy tаhriri ostida. T. – “Fan vа tехnоlogiyаlar” nаshriyоti,
2008. – B. 11 ; Quronboev Q., Khayitov U. Rahbar ma'nаviyаtining bоshqаruv sаmаrаdоrligini оshirishdagi roli va
ahamiyаti. – T.: Turоn zamin ziyo. 2016. Gʻоziyev., Toshimov R. Management psiсоlogiyаsi. Oʻquv qʻllаnma. – T:
“Akademiya”. 1998. – jB. 148Muxamedova DG Ta'lim menejеrini innovаtsiоn faоliyаtga tаyyоrlashning ijtimоiy-
psiхоlogik tехnоlogiyаlаrini tаkomillаshtirish : p sixоl.fd(DSc) diss ...
and vtorefеrati. 2015.– B.17-18;
X a y
itov O.E. Оliy ta'lim muаssаsаsi oʻrta boʻgʻin rаhbаrlаri psixоlogik kompetentligini modellаshtirish : p
sixоl.fd(DSc) diss ... аvtorefеrаti. 2019. –B.26; Ismadiyаrov
Ya.U. Practical mechanisms for training of
educational managers for innovation and evaluation of their effectiveness. Education journal of pharmaceutical
negative results. 2022. Joʻraeva
ND Oʻzbekistonda ijtimоiy-iqtisоdiy va madaniy hayotida xotin-qizlarning oʻrni (XX asrning
20-30 yillаri). Tfn ilmiy darаja оlish uchun yоzilgan dissertаtsiyа аvtorefеrаti. Toshkent. 2004 – B. 24-25;
2
Bazarov T.Yu. Social and psychological methods and technologies of personnel management in an organization. Abstract of a
dissertation for a Doctor of Psychology, pp. 4-6, 2018; O.V. Barausova . The image of a leader in subordinates as a factor in the
effectiveness of a group’s activities. Abstract of a Candidate of Psychological Sciences. Moscow State University. Moscow, 2004.
p. 21; Bendas T.V. Psychology of leadership: Gender and ethnic aspects. Abstract of a dissertation for a Doctor of Psychology,
2002; Vergansky D.Yu. The influence of professional experience on the development of a manager’s managerial competence.
Abstract of a Candidate of Psychological Sciences. 2013; Derkach A.A., Stepnova L.A. Development of autopsychological
competence of civil servants. 2011; V.G.Zazykin . Psychology of innovative conflicts in the organization. Scientific journal №
5(4):287. 2015 ; Artemov Yu.S. Motivation of acmeological competence of managers. Abstract of the dissertation of candidate of
psychological sciences. Russian Academy of Public Administration under the President of the Russian Federation - Moscow,
2002. - P. 18; Balasanyan A.S. Acmeological monitoring of the development of professional competence of managers: Abstract
of the dissertation of candidate of psychological sciences . St. Petersburg . 2011. - P. 16; Polosina T.I.
Development of
managerial competence of middle managers of a commercial bank :
Abstract of the dissertation of candidate of psychological
sciences . 2010. - P. 12; Petrushin S.V. Psychological foundations of formation of a large contact group of students as a subject of
the educational and upbringing process of the university: abstract of diss ... Doctor of Psychology . Nizhny Novgorod . 2011.–
P.31; Vegerchuk I.E.
Optimization of the system of assessment of social-perceptual competence of civil servants.
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diss ... Cand . Psychology . St. Petersburg . 1999.–P.14; Ionova A.I. Ethics and culture of public administration: Textbook. - 2nd
ed. - Moscow: Flinta: Mosk . psychological and social institute , 2005. ISBN 5-89349-903-4; 5-89502-845-4.
3
Armstrong M. Practice of human resource management. 2004
;
Atamanchuk G.V. Management: philosophy, ideology,
scientific support. Moscow: Аcаdеmiа , 2015. (Monographic studies. Philosophy). ISBN 978-5-87444-399-3; Michaels E.
Personality in nature and society [Text]: scientific works of young scientists: materials of the Interuniversity psychological and
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Karabushchenko, E. N. Polyanskaya]. - Moscow: RUDN, 2016;
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H.K.Rampersad
A uth e ntic P e r s o n a l Br a nd C oa ching . E ntr e pr e n e uri a l L e a d
e rship Br a nd C o a ching f o r Sust a in a bl e High P e r f o r m a n c e
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a leader, professional development of management personnel, team management, social,
political-economic and political-psychological significance of tactics and strategy of assessment.
The following factors are important in the development of communicative competence of a
leader:
Teaching skills – speech culture, listening skills, empathy.
• Psychological preparation – emotional stability, conflict literacy.
• Use of information and communication technologies – ability to communicate effectively on
online platforms.
• Culture of cooperation – strengthening relationships with parents, the environment and
educational institutions [4].
The following pedagogical approaches can be used to develop communicative competence:
Active teaching methods (trainings, interactive exercises, role-playing games);
Active teaching methods are of particular importance in developing the communicative
competence of the head of a preschool educational organization. They help to increase the
activity of the head, develop creative thinking and ensure the effectiveness of the communication
process. The main essence of active methods is to form the head as an active participant in the
learning process, and not a passive listener [8; 9].
1. Training methods. The trainings are aimed at developing the speech culture of leaders, active
listening, emotional intelligence and collective decision-making skills. For example, such
training programs as “Active Listening”, “Conducting Difficult Conversations” and “Empathy in
Communication” increase the communicative potential of a leader in practice [10].
2. Interactive sessions. Interactive methods (debates, clusters, brainstorming, problem analysis)
develop teamwork skills in the leader. These methods develop collective thinking and allow each
participant to express their point of view in a reasoned manner. They also prepare the leader for
prompt and effective communication in the decision-making process [11].
3. Role-playing games. With the help of role-playing games, the manager tests himself in various
management situations. For example, such exercises as “Communication with parents”, “The
role of the leader in conflict resolution”, “Presenting a new idea to the team” are effective for
developing the manager’s communicative competence. Role-playing games not only allow
applying theoretical knowledge in practice, but also teach making the right decisions in real life
situations [12].
As a result of using active teaching methods, the manager: develops the ability to clearly and
distinctly express his/her opinion; develops listening and empathy skills; strengthens the ability
to resolve conflicts; increases the ability to create a healthy psychological environment in the
team. The reflexive approach is a process of analyzing the manager’s own communicative
activity, self-assessment and elimination of existing shortcomings, as well as improving
subsequent communicative processes. In this case, the manager analyzes not only his or her
speech activity, but also the reactions, emotional state of the interlocutors, and the results of the
interaction [12].
Reflection performs the following pedagogical tasks in the activities of the leader:
• Self-awareness – the manager learns about his strengths and weaknesses;
• Self-management – allows you to control emotions in communication, direct negative
situations into a positive direction;
• Professional growth – the manager systematically develops his communicative competence;
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• Constructive analysis – allows you to recognize and correct errors in various management
situations.
For example, after a meeting with parents, the manager analyzes how the conversation went,
notes what points were not given enough attention during the hearing, what questions were not
fully answered, and strives to improve these aspects in subsequent meetings.
Thus, the reflexive approach serves as a mechanism for the continuous development of the
manager’s communicative competence [13].
Use of information technologies (virtual seminar, remote interaction). The use of information
and communication technologies is of great importance in the development of the
communicative competence of the head of a preschool educational organization. A modern head
must effectively use not only traditional means of communication, but also online platforms,
distance learning systems, and digital communication channels [14].
1. Virtual seminars. Virtual seminars (webinars) allow managers to share experiences, gain new
knowledge and communicate with colleagues remotely. Such seminars are characterized by
interactivity: through questions and answers, discussions and online training, managers improve
their communication skills.
2. Remote collaboration. With the help of remote collaboration platforms (Zoom, Google Meet ,
Microsoft Teams , etc.), leaders can regularly communicate with parents, partner organizations,
and educational communities. This method allows to overcome time and distance limitations,
and also to speed up the decision-making process [15].
3. Electronic means of communication. Operational communication via e-mail, social networks,
messengers ( Telegram , WhatsApp ) plays an important role in the managerial activity of the
manager. With the help of these tools, the manager effectively communicates not only with
employees, but also with the general public.
Thus, the use of information technologies develops the communicative competence of the
manager through: rapid exchange of information, effective interaction, development of digital
culture, innovative management of the educational process [16].
Research shows that a leader with developed communication skills:
• Ensures a favorable psychological climate in the team. He builds relationships with employees
and teachers based on mutual trust, strengthens the principles of cooperation and mutual
assistance.
• Builds effective relationships with parents and society. The leader gains the trust of parents and
actively involves them in the educational process, thereby improving the quality of preschool
education.
• Resolves conflicts constructively. In conflict situations, listens to all parties and comes to a
common decision, which helps maintain a positive atmosphere in the team.
• Applies innovative management solutions. Effectively uses information technology to organize
remote interaction, conduct virtual seminars and online dialogues. • Demonstrates leadership
qualities. Stimulates the team, inspires it and directs it towards a common goal in educational
activities.
• Increases the effectiveness of the educational process. The openness and clarity of the leader in
communication harmonize the activities of the team and allow achieving positive results in the
educational process [4; 6; 10].
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Development of communicative competence of the head of preschool educational organization is
an important component of the pedagogical process. This is the key to the success of the
professional activity of the head, contributes to the increase of team cohesion, the effectiveness
of educational work and the quality of education.
In conclusion,
we note that the development of communicative competence of the head of a
preschool educational organization is one of the important pedagogical tasks of the modern
education system. Research shows that a head with developed communicative competence
creates a healthy psychological climate in the team, establishes effective interaction with parents
and society, constructively resolves conflicts, and rationally uses innovative technologies in the
management process.
Active teaching methods (trainings, interactive exercises, role-playing games), a reflective
approach and the use of information and communication technologies have proven themselves to
be effective tools for developing the communicative competence of a manager.
Communicative competence strengthens the leadership potential of the manager, increases the
effectiveness of the educational process and serves to unite team members to achieve a common
goal. Therefore, the development of communicative competence of managers should be
considered as an integral part of continuous professional education .
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