校長領導中教師組織公民行為之研究-以一所國民中學為例

Abstract

本研究旨在探討校長在教育現場的實際領導作為，對教師展現組織公民行為之趨力及效應，並分析學校不同職務成員對校長領導的感受與回應，及其教師組織公民行為的實踐。 為達上述目的，本研究以一所國民中學校長的領導作為與教師組織公民行為的互動情形為主要研究範疇，針對文獻探討編製訪談大綱，進行質性研究，透過個案學校校長、行政人員及教師之半結構式訪談，將相關資料進行分析及歸納，最後根據文獻探討及訪談結果，形成本研究之結論並據以提出建議，以供個案學校校長做為領導學校行政運作的參考。

綜合本研究訪談結果之歸納分析，得到以下結論： 壹、校長領導堅持行政主導校務走向，各處室權責分明並且充分信任授權。 貳、不論危機處理、爭取外援或行銷學校時，校長以即時訓練提升部屬能力。 叁、校長以活力自信的魅力領導學校，一切作為都是為學生設想與付出。 肆、學校成員認同學校願景，主動提出有利的建議並協助維護學校正面形象。 伍、行政人員全方位去為學生設想，並主動體貼教師的付出及辛勞。 陸、教師為提升教學效能而進修，且願意主動為學生及家長奉獻付出。 柒、校長的支持與關懷是行政人員學習的榜樣，也是付出與堅持的力量。 捌、行政人員能共同為成就學校而體諒與認同校長高標準的要求與監督。 玖、教師感受到校長對教學所需的支持與健康關懷，並與全體同享榮耀。 拾、分層負責的監督與密集走察的要求改變了學校文化，溝通不足也累積了情緒。The research is aimed to discuss the drivers and effects of principal’s leadership behavior at educational spot toward the behaviors of teachers’ organizational citizenship ,to analyze the feelings and responses of school members of different jobs and positions, and to know the practices of teachers’ organizational citizenship behaviors.

In order to achieve the aims, the study is to know the interaction between one principal’s leadership behavior of a junior high school and teachers’ organizational citizenship behaviors. Based on the literature review, the researcher made the outline of the interview, and the do the qualitative research. The researcher analyze the data and get a conclusion through the semi- structural interview with the principal ,the administrative staffs and teachers.Finally,based on the result of the interview and the literature review , the researcher get the conclusion and make suggestions based on the conclusion to provide the case school principle for reference for running a school.

Based on the result and the analysis of the interview, we can get the following conclusion: First, principle’s leadership insists that the administrative should lead the school where to go, and each department should know their power and responsibility and should be fully trusted and empowered. Second, When dealing with crisis, looking for outside help or promoting school, the principle should train his subordinates in real time to enhance their abilities. Third, the principle leads his school with his energy, confidence and charisma, everything hedid is for students’ good. Fourth, school members should agree with school ‘s vision, they should provide beneficial suggestions initiatively and h help Maintain the positive image of the school. Fifth, administrative staffs should be thoughtful for students in every way, and also be thoughtful for the teachers initiatively and thankful for their dedication and hard work. Sixth, teachers do advanced studies to enhance teaching effectiveness, and also are willing to devote themselves to students and parents. Seventh, a supportive and caring principle is the learning model for all the administrative staffs, and also the strength for them to devote themselves. Eighth, administrative staffs can understand the principle’s high standard demanding and supervision in order to make the school better. Ninth, teachers can feel the principle’s caring for their health and support for teaching, and the principle is willing to share the honor to all the members in school. Tenth, they require of decentralized supervision and intensive walking and observing changed the school culture and also accumulated bad moods.