[張永欽論文全文：請進入全國博碩士論文網：檢索字串輸入張永欽，欄位選擇研究生，進行檢索] [張永欽論文全文：請進入全國博碩士論文網：檢索字串輸入張永欽，欄位選擇研究生，進行檢索]
論文名稱:台北市立國小校長領導行為塑造學校組織文化與學校效能之研究
英文論文名稱:Study on the Relationships Among Leadership Behavior of Pricipal, Organizational
Culture of School, and Effectiveness in Taipei Public Elementary Schools.
研究生:張永欽 Yung-Ching, Chang
指導教授: 陳木金 博士
學位類別: 碩士
校院名稱: 國立台北師範學院
系所名稱: 國民教育研究所
學號: 8881008
學年度: 90
語文別: 中文
論文頁數: 275
關鍵字: 領導行為
Leadership Behavior
組織文化 Organizational Cuiture
學校效能 School Effectiveness
[論文摘要]
本研究旨在探討國民小學校長領導行為、學校組織文化與學校效能之實際現況，並瞭解
教職員工人口變項、學校背景變項對校長領導行為、學校組織文化與學校效能各變項間差
異情形及其預測力情形。
本研究以台北市公立國小之教職員工為研究對象，不包含私立國民小學。以「國民小學
校長領導行為、學校組織文化與學校效能調查問卷」為研究工具，本研究調查正式問卷，
分基本資料及學校組織文化量表、校長領導行為量表、學校效能量表等四部份，具有良好
的信度與效度。
本研究問卷計抽取樣本676人，問卷回收539份，有效樣本為529份，以因素分析、信度分
析，研究問卷的信度與效度；並以t考驗（students’ t-test）、單因子變異數分析（
one-way analysis of variance）、多元迴歸分析（multiple regression analysis）、
雪費事後比較（Scheffe method）等統計方法進行分析，並得到以下數項結論：
一、台北市立國小校長領導行為良好，以高關懷高倡導的領導方式為佳，應給予成員尊容
感和確立學校目標。
二、台北市立國小的學校組織文化良好屬高程度，其中「基本假定」向度得分最高，亦即
台北市立國小教職員工對於教育信念、教育哲學、教育態度上的覺知表現較佳，然而在「
象徵性活動」向度的得分只有62.8分屬中程度，亦即對於學校史蹟、典禮儀式、共同手勢
、口號等，學校人造品、創制物的覺知較低。
三、台北市立國小的學校效能良好屬高程度但與家長的互動較差。
四、不同背景變項下教職員工在校長領導行為上職務、學校規模、校齡三項有顯著差異，
而在性別和服務年資二項無顯著差異。
五、不同背景變項下教職員工在學校組織文化上服務年資和職務二項達顯著差異，而在性
別、學校規模和校齡三項無顯著差異。
六、不同背景變項下教職員工在學校效能上服務年資、現任職務和校齡三項達顯著差異，
而在性別和學校規模二項無顯著差異。
七、台北市立國小教職員工知覺不同程度之學校組織文化在學校效能上有顯著差異，而且
學校組織文化量表得分愈高，其在學校效能及各分向度的得分也愈高。
八、台北市立國小教職員工知覺不同程度之關懷型校長領導行為在學校效能上有顯著差異
，而且關懷型校長領導行為量表得分愈高，其在學校效能及各分向度的得分也愈高。
九、台北市立國小教職員工知覺不同程度之倡導型校長領導行為在學校效能上有顯著差異
，而且倡導型校長領導行為量表得分愈高，其在學校效能及各分向度的得分也愈高。
十、台北市立國小教職員工知覺校長領導行為和學校組織文化對於整體學校效能及其各向
度具有正向預測作用，在學校效能各分向度的預測上「共同價值觀」獲得三次最佳預測力
，「倡導型領導」獲得二次最佳預測力，而「基本假定」獲得一次最佳預測力。
基於上述之結論研究者提出以下之建議
一、對教育行政機關的建議
(一)建議教育行政機關甄選或遴選具有高程度領導行為的候用校長，以提高優質的學校組
織文化及良好的學校效能。
(二)建議教育行政機關建立進修機制，引導校長研習領導專業知能，了解學校組織文化和
促進學校邁向卓越化和精緻化。
(三)建議教育行政機關確實推展「小班小校理想規模的學校」，塑造互動相依的組織文化
，以提昇學校效能。
二、對國民小學學校教育人員的建議
(一)有關校長領導行為方面建議校長研析領導行為的內涵，檢核自身人格特質及評析領導
風格以檢視校長的領導行為類型。
(二)有關學校組織文化方面建議國民小學學校行政人員應深入研究學校組織文化的性質和
內涵，塑造優質學校組織文化。
(三)建議國民小學行政人員應主動出擊與社區結合，加強與家長互動，建立「社區型學校
」促進學校效能的提升。
(四)建議國小校長加強大型學校領導行為的研究以提昇學校效能。
(五)建議國民小學校長及行政人員改善「校齡悠久」的資深老學校之學校效能。
(六)建議國民小學校長鼓勵科任教師參與校務與行政工作。
[摘要]
Study on the Relationships Among Leadership Behavior of Principal,
Organizational Culture of School, and School Effectiveness in Taipei Public
Elementary Schools.
A Thesis for the Master Degree of Education
Yung-Ching, Chang
Abstract
This research is going to discuss leadership behavior of principal,
organizational culture of school, and actual situation of school effectiveness
and the differences and prediction of each variable to faculty population
variable, school background variable to leadership behavior of principal,
organizational culture of school, and school effectiveness.
This research studies on the faculty of public elementary schools in
Taipei, excluding private elementary schools. Using ” survey of leadership
behavior of elementary school principal, organizational culture of school,
school effectiveness” as a tool, this survey is divided into 4 parts—basic
information, organizational culture of school questionnaire, leadership
behavior of principal questionnaire, school effectiveness questionnaire,
providing good credibility.
This survey has 676 samples of people, and received 529 effective samples
in 539 samples. It studies the reliability and validity of the test by factor
analysis, reliability analysis, and analyzes with students’ t- test, one-way
analysis of variance, multiple regression analysis, and scheffe’ method.
There are several conclusions:
1.Municipal elementary school principals’ leadership behaviors are of high
degree. It is better to lead with care and high initiating structure, giving
members respect and affirmation of school goal.
2.Municipal elementary schools have high degree of organizational culture of
school and the highest points in orientation of basic assumption, i.e. the
faculty of municipal elementary school has better awareness of educational
belief, educational philosophy, and educational attitude. However, it only
gets 62.8 points of average degree, i.e. it has lower awareness of school
history, ceremonial rituals, common gestures, slogans, school imitations, and
creations.
3.Municipal elementary schools have good effectiveness on high degree but have
poor mutual communication with parents.
4.Different background variable, the faculty has distinctive differences on
leadership behavior of principal; Official post, school history, but has no
differences on gender and wages.
5.Different background variable, the faculty has distinctive differences on
the seniority and official post of the organizational culture of school, but
has no differences on gender, the scale of school, and school history.
6.Different background variable, the faculty has distinctive differences on
wages, present official post, and school history of school effectiveness, but
has no differences on gender and the scale of school.
7.That the faculty of municipal elementary school is aware of different
degrees of organizational culture of school has distinctive differences on
school effectiveness. The higher points it gets on the scale of organizational
culture of school, the higher points it gets on school effectiveness and
orientation.
8.That the faculty of municipal elementary school is aware of different
degrees of caring type principals’ leadership behavior has distinctive
differences. The higher points it gets on the scale of the scale of leadership
behavior of caring principals, the higher points it gets on school
effectiveness and orientation.
9.That the faculty of municipal elementary school is aware of different
degrees of initiating principals’ has distinctive differences. The higher
points it gets on the scale of leadership behavior of initiating principals,
the higher points it gets on school effectiveness and orientation.
10.That the faculty of municipal elementary school is aware of different
degrees of leadership behavior of principals and organizational culture of
school has positive prediction objective on whole school effectiveness and
orientation. On school effectiveness prediction of orientation, common values
get 3 best power of prediction, initiating leadership gets 2 best power of
prediction, and basic assumptions get 1 best power of prediction.
According to the conclusions, the researcher suggests as follows:
A.suggestions to education administration:
1.Choose employment-waiting principal with high degree of leadership behavior
to improve the quality of organizational culture of school and good school
effectiveness.
2.Establish further study system to lead principals to study advanced
leadership knowledge and to realize organizational
culture of school and to progress school toward excellence and delicate.
3.Exactly implement “ small class, small school with ideal scale “to form
organizational culture mutual communication and to improve school effectiveness
.
B.suggestions to members of elementary school education:
1.About leadership behavior of principals, analyze the essence of leadership,
evaluate personal traits and comment leadership style to check the types of
principals’ leadership behavior.
2.About organizational culture of school, administration of elementary school
should profoundly study the temperament and essence of organizational culture
of school , to form organizational culture of school with high quality.
3.Administration of elementary school should take action to combine with
community, reinforce the communication with parents, and establish community
school to improve school effectiveness.
4.Elementary school principals study the leadership behavior of big school to
improve school effectiveness.
5.Elementary school principals and administration improve the effectiveness
of
schools with long history.
6.Elementary school principals encourage teachers to participate in school
affairs and administrative work.