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題名:華人社會校長教學領導、專業發展、學校組織氣氛與工作滿意度之研究:2018年TALIS資料為例
作者:賴宏銓
作者(外文):Lai, Hung-Chuan
校院名稱:臺北市立大學
系所名稱:教育行政與評鑑研究所
指導教授:何希慧
學位類別:博士
出版日期:2023
主題關鍵詞:校長教學領導校長專業發展學校組織氣氛校長工作滿意度Principals' Instructional LeadershipProfessional DevelopmentSchool ClimateJob Satisfaction
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本研究旨在了解華人社會校長教學領導、專業發展、學校組織氣氛與工作滿意度之現況,分析不同背景變項對於四者之差異,並探討整體四者之間的關係,建立結構方程模型。本研究使用2018年TALIS資料庫中的台灣(202位)與中國上海(198位)國中校長資料,採以量化研究,分別以描述性統計、t檢定、單因子變異數分析、皮爾森積差相關、多元逐步迴歸及結構方程模式等統計方法加以分析。
本研究獲得主要結論如下:
一、校長教學領導符合程度高,其中以「定義學校任務」層面表現最佳。
二、校長專業發展符合程度高,其中以「發展教師專業」層面表現最佳。
三、學校組織氣氛符合程度高,其中以「校長支持關懷」層面表現最佳。
四、校長工作滿意度符合程度高,其中以「工作環境 」層面表現最佳。
五、校長教學領導、專業發展、學校組織氣氛與工作滿意度會因不同背景變項而有所差異。
六、校長教學領導、專業發展、學校組織氣氛與工作滿意度彼此間有很低相關至中等相關。
七、校長教學領導、專業發展、學校組織氣氛與工作滿意度彼此間有預測力;校長教學領導與校長專業發展對校長工作滿意度有聯合預測力;校長教學領導與學校組織氣氛對校長工作滿意度有聯合預測力。
八、校長教學領導、專業發展、學校組織氣氛與工作滿意度模式適配良好。
九、校長專業發展在校長教學領導對校長工作滿意度具有中介效果;學校組織氣氛在校長教學領導對校長工作滿意度具有中介效果;校長專業發展在校長教學領導對學校組織氣氛具有中介效果。
最後,依據上述研究結果,提出相關建議以作為教育行政主管機關、國民中學校長及未來研究者之參考。
Abatract
This research aims to survey the current status of principals’ instructional leadership, principals’ professional development , organizational climate of schools and principals’ job satisfaction in junior high schools in chinese society. The study analyzes the variance of different backgrounds for these four variables, and focuses on their overall effect and relationship to therefore establish a structural equation model. The data about junior high school principals (202 in Taiwan and 198 in Shanghai) are adopted from the TALIS database in 2018. Quantitative approach is conducted along with mothods of descriptive analysis such as t-test, one-way ANOVA, Pearson product-moment correlation, Multiple step regression analysis, and Structural equation modeling.
Following conclusions are presented in this study
1. The overall perception of principals’ instructional leadership is high, and " to define school tasks" is the highest.
2. The overall perception of principals’ professional development is high, and "teachers’ professional growth" is the highest.
3.The overall perception of organizational climate of schools is high, and "principal's support" is the highest.
4.The overall perception of principals’ job satisfaction is high, and " job Environment " is the highest.
5.Significant differences are reflected in the principals’ instructional leadership, principals’ professional development, organizational climate of schools and principals’ job satisfaction in accordance with different
personal and school background variables.
6.There is also a significant correlation among the variables of principals’ instructional leadership, principals’ professional development, organizational climate of schools and principals’ job satisfaction.
7.Principals’ instructional leadership, principals’ professional development, organizational climate of schools and principals’ job satisfaction are mutually predictable; principals’ instructional leadership and principals’ professional development have joint predictive power on principals’ job satisfaction and principals’ instructional leadership and organizational climate of schools have joint predictive power on principal's job satisfaction.
8.The theoretic modeling among the principals’ instructional leadership, principals’ professional development , organizational climate of schools, and principals’ job satisfaction fits well.
9.Principals’ professional development has a mediating effect on both principals’ instructional leadership and principals’ job satisfaction; organizational climate of schools has a mediating effect on both principals’ instructional leadership and principals’ job satisfaction; principals’ professional development has a mediating effect on both principals’ instructional leadership and organizational climate of schools.
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