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    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
    薛雅慈
    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。
    為求對研究之主題有深入的瞭解,本研究採用質性研究法,以文件分析、訪談法為研究技巧,對相關文件、訪談紀錄、觀察紀錄、自我省思之資料進行分析,據以得出以下結論:
    一、思賢校長的領導理念是對自己每天身心靈狀況的清楚掌握,校務經營上以和諧為中心思想。
    二、思賢校長的領導作為上,以充分授權、培養團結合作、凝聚向心力的方式帶領行政團隊;課程與教學設計上,實施教學視導、重視各領域績效、擴充設備資源與重視品格教育;重視教職同仁專業成長,鼓勵進修與贈送書籍;校長也以大量閱讀的方式提升自我知能;以尊重、關懷的方式與家長、社區人士培養良好關係;重視學校績效,以腳踏實地方式,逐步實現學校願景。
    三、思賢校長的領導困境有三:不適任教師問題的處理、行政人員與教師會的問題、行政人員的培養與延續性。
    四、思賢校長有前瞻性的理念,在充滿執行力與成長力的企圖心下,以穩健踏實的腳步經營學校,因此能帶領個案學校不斷得獎,展現績效。
    根據以上結論,本研究提供思賢校長、其他學校行政團隊與後續研究者具體建議,作為校長領導作為之參考。
    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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