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題名:國小校長服務領導、教師領導、學校組織文化與學校競爭優勢關係之研究
作者:張本文
作者(外文):Chang, Ben-Wen
校院名稱:國立屏東大學
系所名稱:教育行政研究所
指導教授:戰寶華
學位類別:博士
出版日期:2015
主題關鍵詞:校長服務領導教師領導學校組織文化學校競爭優勢Principals’ servant leadershipTeachers’ leadershipSchool organizational cultureschool competitive advantage
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本研究旨在探討並驗證國小校長服務領導、教師領導、學校組織文化與學校競爭優勢之關係。本研究之具體目的有五項:
一、瞭解校長服務領導、教師領導、學校組織文化與學校競爭優勢的現況。
二、分析不同背景變項在校長服務領導、教師領導、學校組織文化與學校競爭優勢的差異。
三、分析校長服務領導、教師領導、學校組織文化與學校競爭優勢之間的相關情形。
四、探討校長服務領導、教師領導、學校組織文化與學校競爭優勢之間的結構方程模式關係。
五、驗證校長服務領導、教師領導、學校組織文化與學校競爭優勢的結構方程模式關係。
為達上述目的,本研究採取文獻蒐集、分析與實證調查研究等研究方法,以高雄市之公立國民小學校長及教師為研究對象,研究工具為研究者自編之「國小校長服務領導、教師領導、學校組織文化與學校競爭優勢調查問卷」。採立意取樣方法,發出正式問卷1120份,回收問卷929份,可用問卷895份,正式問卷回收率為82.94%,回收問卷可用率為79.91%。
本研究分別以描述性統計、單因子多變項變異數分析、積差與典型相關及結構方程模式(AMOS)等方法分析資料,並且進行各項假設之探討與驗證,本研究之結論計有十一項:
一、校長服務領導、教師領導、學校組織文化與學校競爭優勢現況良好,其中以「楷模協助」、「決策參與」、「凝聚支持文化」、「服務優勢」表現較突出。
二、校長服務領導係指一種服務先於領導的行政哲學,反映現今校園共同創造學校組織成功的一種領導方式。
三、校長知覺有較佳的服務領導、較積極的教師領導、較正向的學校組織文化及較高的學校競爭優勢。
四、高學歷有較高的校長服務領導。
五、「21~50年」的學校有較高的教師領導。
六、小型學校有較高的教師領導、學校組織文化與學校競爭優勢。
七、偏遠地區學校有較高的校長服務領導、教師領導與學校組織文化。
八、學校組織文化是影響學校競爭優勢最重要的因素。
九、校長服務領導、教師領導與學校組織文化可以提升學校競爭優勢。
十、教師領導與學校組織文化是校長運用服務領導提升學校競爭優勢的中介因素。
十一、校長服務領導透過教師領導與學校組織文化提升學校競爭優勢結構模式之適配性,獲得證實。
本研究依據主要發現與結論,針對教育行政機關、校長、教師與未來研究,提出多項參考建議。
一、對教育行政機關之建議
(一)提高校長學術研究進修學歷,有效增進校長服務領導知覺與能力。
(二)因應不同的學校組織生命週期,提供教育資源協助學校增進教師領導能力,以提升教學品質。
(三)適度調整學校班級規模,以改善教育品質,提升學校競爭優勢。
二、對校長經營領導之建議
(一)強化都會區學校、市郊區學校之校長服務領導,以增益學校教育目標、願景之實現。
(二)重視營造正向的學校組織文化以提升學校競爭優勢。
(三)都會區、市郊區之中、大型學校校長應更積極提供協助與支持,以利教師領導的實踐。
三、對教師職能之建議
(一)確立教師領導乃推動教育工作的重要地位,教師應拓展專業知能,使教師領導具體實踐。
(二)因應不同學校歷史、學校規模及學校所在地之環境資源差異,強化親師合作機能,爭取社區與家長的資源支持,以發揮教師的專業影響力。
四、對未來研究之建議
(一)採質性研究法,以探察並詮釋深層內涵及異同。
(二)透過不同研究對象,以對本研究之相關問題深究。
(三)擴大研究影響學校競爭優勢的相關因素。
This study aims at exploring and confirming the relationships among principals’ servant leadership, teachers’ leadership, school organizational culture and school competitive advantages in elementary schools.
The concrete objective of this study has five items:
1.To understand principals’ servant leadership, teachers’ leadership, school organizational culture and school competitive advantages.
2.To analyze the difference of perception of principals’ servant leadership, teachers’ leadership, school organizational culture and school competitive advantages.
3.To analyze the relationships between principals’ servant leadership, teachers’ leadership, school organizational culture and school competitive advantages.
4.To explore the structural equation modeling relationships between principals’ servant leadership, teachers’ leadership, school organizational culture and school competitive advantages.
5.To confirm the structural equation modeling relationships between principals’ servant leadership, teachers’ leadership, school organizational culture and school competitive advantages.
To achieve the above mentioned objective, this study adopts such study methods as collection of literature, analysis, confirmation, investigation and research, etc. and use principals and teachers of the public elementary schools in Kaohsiung city as objects. The tool of this study is the questionnaire compiled by the researcher himself ”The Questionnaire for Investigating the Principals’ Servant Leadership, Teachers’ Leadership, School Organizational Culture and School competitive advantages in elementary schools”. It makes use of collecting samples with purpose and sent out 1,120 questionnaires, with 929 questionnaires returned and 895 of them being usable, achieving a return rate of questionnaires at 82.94% and a return rate of usable questionnaires at 79.91%.
This study uses such methods as descriptive statistics, one way multivariate analysis of variance and pearson product-moment correlation, canonical correlation analysis, and structural equation modeling (AMOS) were used to analyze the data. This study has come to 11 items of conclusion:
1.In terms of good performance in the principals’ servant leadership, teachers’ leadership, school organizational culture and school competitive advantages, what stand out are “modeling help”, “participation in policy making”, “ concentrating and supporting culture” and “service advantage”.
2.The principals’ servant leadership is an administrative philosophy that puts service in front of leadership, reflecting a way of leadership that succeeds in creating school organization commonly seen on campus.
3.Principals aware of better leadership by service, more active teachers’ leadership, more positive directional school organizational culture and the higher school competitive advantage.
4.Highly educated have a higher principals’ servant leadership.
5.21-50 years of schools have better teachers’ leadership.
6.Small scale schools have better teachers’ leadership, school organizational culture and school competitive advantage.
7.Schools in remote areas have better principals’ servant leadership, teachers’ leadership, school organizational culture and school competitive advantage.
8.School organizational culture is one of the most important factors that influence the school competitive advantages.
9.Principals’ servant leadership, teachers’ leadership and school organizational culture can promote the school competitive advantages.
10.Teachers’ leadership and school organizational culture is a medium that a principal can use servant leadership to promote the school competitive advantages.
11.It is confirmed that principals’ servant leadership can promote the suitability of structural model for the school competitive advantages through teachers’ leadership and school organizational culture.
This study has offered many suggestions for reference, based on its main discoveries and conclusions, addressing educational administrative agencies, principals, teachers and future researches.
1.Suggestions for educational administrative agencies:
1)By promoting the academic level of principals through research and advanced studies, it can effectively elevate the principals’ awareness of leadership by service and capability.
2)To deal with the different life circle of a school organization, provide educational resources to help a school to elevate teachers’ leadership and teaching quality.
3)Properly adjust the class size of a school in order to improve educational quality and the school competitive advantages.
2.Suggestions for school principals to manage leadership:
1)Strengthen the leadership by service of school principals in city and suburban areas in order to realize the educational objective and prospect.
2)Emphasize the positive side of school organizational culture in order to promote the school competitive advantages.
3)The principals of middle size and large size schools should actively offer help and support to facilitate the teachers’ leadership in the metropolitan area and suburbs.
3.Suggestions for teachers’ professional capability:
1)Establish teachers’ leadership and promote the important position of educational work and teachers should expand their knowledge and ability to enable them to put their leadership into effect.
2)To deal with different school history, school size and school environmental resources, the cooperation between parents and teachers should be strengthened, and the support of the community and parents should be sought so as to exert teachers’ professional influence.
4.Suggestions for future research:
1)Adopting quality wise research method so as to explore and interpret in-depth meanings and differences.
2)Through different objects of study to explore the related problems of this study.
3)Expanding the study of the related factors that influence the school competitive advantages.
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