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題名:國民小學教師知覺校長服務領導行為對組織承諾之影響-以感恩、主觀幸福感、信任為中介
作者:李耀全
作者(外文):LI, YAO-CHUAN
校院名稱:國立臺南大學
系所名稱:教育學系教育經營與管理碩博士班
指導教授:丁學勤
學位類別:博士
出版日期:2019
主題關鍵詞:服務領導感恩主觀幸福感信任組織承諾Servant leadershipGratitudeSubjective well-beingTrustOrganizational commitment
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校長為學校主要管理者,負有學校經營成敗之責,其領導行為對於教師具有顯著的影響力;教師為第一線教育工作者,其組織承諾則是影響學校績效的重要關鍵。本研究將探討校長服務領導透過教師感恩、主觀幸福感、信任感等中介變項是否有助於提升教師的組織承諾,並驗證其因果路徑。研究者以臺南市公立國民小學教師為研究對象,以分層便利取樣進行問卷調查,總計回收320份有效問卷,並以結構方程模式進行模式之檢測,證實校長服務領導確實可以透過教師感恩、幸福感、信任感的中介效果,顯著的提升教師組織承諾,並提出以下研究結論。
一、校長服務領導直接正向影響教師感恩。
二、校長服務領導直接正向影響教師信任。
三、教師感恩直接正向影響教師信任。
四、教師感恩直接正向影響教師主觀幸福感。
五、教師信任直接正向影響教師組織承諾。
六、教師主觀幸福感直接正向影響教師組織承諾。
七、教師信任直接正向影響教師主觀幸福感。
八、校長服務領導透過教師感恩的中介效果間接正向影響教師信任。
九、教師信任透過教師主觀幸福感的中介效果間接正向影響教師組織承諾。
十、教師感恩透過教師信任的中介效果間接正向影響主觀幸福感。
最後根據研究結論,提出相關建議,期能提供行政實務及教育研究參酌之用。
Principals are the main administrators who are responsible for schools. Their leadership behaviors have a significant influence on teachers at the frontline. Their organizational commitments are the key elements to the performance of schools. This study will explore whether principal's servant leadership contributes to teacher's organizational commitments with teacher's gratitude, subjective well-being, trust as the mediators, and verifies its causal path.
The study took teachers of public elementary schools in Tainan city as the research objects. Questionnaires were conducted with stratified convenience sampling. 320 valid questionnaires were collected and tested by the Structural Equation Modeling (SEM). It was confirmed that principal's servant leadership contributes to teacher's organizational commitments significantly through teacher's gratitude, subjective well-being, trust as mediation variables. According to the study conclusion, recommendations are proposed for the researchers to do the follow-up studies.
1. Principal's servant leadership has a positive impact on teacher’s gratitude.
2. Principal's servant leadership has a positive impact on teacher’s trust.
3. Teacher’s gratitude has a positive impact on teacher’s trust.
4. Teacher’s gratitude has a positive impact on teacher’s subjective well-being.
5. Teacher’s trust has a positive impact on teacher’s organizational commitments.
6. Teacher’s subjective well-being has a positive impact on teacher’s organizational commitments.
7. Teacher’s trust has a positive impact on teacher’s subjective well-being.
8. Principal's servant leadership has a positive impact on teacher’s trust with teacher's gratitude as the mediator.
9.Teacher's trust has a positive impact on teacher’s organizational commitment
with teacher's subjective well-being as the mediator.
10.Teacher's gratitude has a positive impact on teacher’s subjective well-being with teacher’s trust as the mediator.
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