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    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/73878

    Title: 新北市卓越學校校長領導作為之研究 : 以一所完全中學為例
    Other Titles: A case study of a high school principal's leadership behaviors in excellent school in New Taipei City
    Authors: 林俐君;Lin, Li-Chun
    Contributors: 淡江大學教育政策與領導研究所碩士在職專班
    Keywords: 校長領導作為;完全中學;卓越學校;principal's leadership behavior;High School;excellent school
    Date: 2011
    Issue Date: 2011-12-28 17:24:18 (UTC+8)
    Abstract: 本研究旨在探討新北市一所得到卓越學校「校長領導」獎的完全中學其校長的領導作為;研究對象為新北市一所完全中學之校長。
    The objective of this study is to investigate the principal’s leadership behaviors in a high school that has won the prize of “Principal Leadership” in Excellent Schools in New Taipei City. The subject of this study is a principal in a high school in New Taipei City.
    The qualitative research method was adopted to thoroughly understand the theme of this study. Literature review and qualitative interviewing were applied in this study. The related data, the interview records, the observation records, and the heart-searching data were analyzed and integrated. The findings of this study are shown as follows.
    1. The leadership concept of the principal, Si-Xian, is to well control his own physical, mental and spiritual status. The central idea of school management is harmony.
    2. The principal, Si-Xian, leads the administrative team by full authorization, training up team work, and enhancing the centripetal force. Concerning the curriculum designs, he carries out instructional supervision, respects performances of various professions, expands facilities resources, and values character education. He emphasizes staff’s professional growth, encourages pursuing further education and gives books to staff as a present. The principal also elevates his own knowledge by extensive reading. He establishes great relationship with parents and community members by being respective and thoughtful. He values school’s performance and achieves school’s perspectives step by step.
    3. The principal, Si-Xian, still has difficulties in his leadership on three aspects: managements of unqualified teachers, problems between administrative staff and the teacher’s association, and the training and continuity of administrative staff.
    4. The principal, Si-Xian, has proactive management. Under the aggressive attempt and efficient enforcement, he runs the school at a steady and dependable pace. The school keeps displaying excellent achievements under the principal’s leading.
    According to the preceding findings, this study provides concrete suggestions for the principal Si-Xian, administrative teams in other school and future researchers.
    Appears in Collections:[教育政策與領導研究所] 學位論文

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