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This thesis adopted a qualitative research approach, with Prof. Shi Yan-Wen (usage of this name is to remain incognito) as the research subject. With the narrative analysis method, it is our goal to understand Shi Yan-Wen, an outstanding senior worker in university student affairs, through his 30 years of experience in student affairs, his thoughts and beliefs after witnessing all the major student affair events in our nation, personal leadership and characteristics, and his break-through accomplishments. The results of narrative analysis on Prof. Shi Yan-Wen’s life story and his seasoned experience in actual events will not only set a criterion for other student affair workers, but also provide quality standards for schools when picking directors of student affairs such as distinguishing features of leadership and personality etc. This research reached 3 conclusions: 1.To be an outstanding student affairs worker, it depends on the environment and personality features. Prof. Shi Yan-Wen was affected by the liberal atmosphere within his family environment and merged a great interest in public affairs. In a respected and liberal working environment of student affairs, plus the riotous era background of his time stimulated him with the strength to break through the predicament. The trust and authorization his superiors provided him made him vigorous with his job and opening new paths. He is also a man with attributes such as honesty, hard-working, fortitude, caring, and he recognized student affairs as his lifetime career. Therefore he not only has the same attributes of all student affair leaders studied by domestic and foreign scholars, he is also an outstanding student affairs executive. 2.To be an outstanding student affairs worker, leadership should be valued. Prof. Shi Yan-Wen believes that “transition leadership” is an appropriate method for student affairs executives. The efficiency of an organization could be advanced through vision construction, charisma affection, inspiring stimulation, talent inspiration, and individual care. He points out that using a similar approach of leading silently along with transition leadership could generate positive results as well. 3.Crucial methods and paths for bringing up an outstanding student’s affair leader. A.Granting liberty and the chance to demonstrate themselves: creativity and accomplishments are developed through the permission of giving a liberal environment. B.Attend professional student affair research training: Actively cooperate with further education opportunities provided by competent education authorities, academic institutes, and professional civilian organizations. C.Familiar with the performance goals of the government, school, and organization: The people that can actually make differences are the ones with a strong sense of dedication, and long term interaction. This research suggests: 1.Schools must put more effort in valuating professional student affair talents. A.Greatly value leaders of student affairs: Schools should actively train and cultivate professional student affairs executives. B.Greatly value the training of workers: It is the school’s responsibility to offer chances of professional training. C.Add incentives for professional student affair talents: Schools should be able to provide substantial rewards and promotion procedures. 2.The government should actively set up multi-channels of further education towards student affairs. Competent education authorities could entrust the training of student affairs labor to professional public organizations to solve the limitation concerns about resources while also advancing the capabilities of professional organizations, and finally promote related policies. At last, the suggestions that the researcher gives to related research courses in the future are: If there is more than one research subject, for instance, the director of student affairs, it is ideal to compare the personality features and leaderships of such position from different schools. Or for the director of extracurricular activities, it is ideal to compare the differences between the directors that have professional licenses and the ones who don’t. Furthermore, qualitative researches that focus on a single individual could target outstanding directors from different divisions with seasoned experience and tremendous contributions, they are surely capable of offering suggestions to school divisions about choosing ideal directors and training new talents.
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