領導與改變—優質化高中校長變革領導探究

Abstract

本研究旨在探究高中校長推動教育部高中優質化輔助方案之變革領導策略，藉由分析個案學校校長在推動此政策面臨之困境、因應策略及成效之探討，提供高中職校長進行變革領導及推動方案之參考，以提升高中優質化方案之實質成效。

經訪談基北區三所學校，參酌文獻資料並綜整校長領導策略，獲得以下結論：

一、個案學校校長均運用激發變革動機、創造學校願景、營造支持情境、落實流程管理、維持變革動能五項策略。

二、個案學校校長因個人特質及學校情境，兼採多種領導策略，以利方案順利推動。

三、個案學校校長能藉由瞭解成員態度、權力下放、增能賦權及溝通、教育、參與、支持、協商、強制等策略來克服困境，逐步化解阻力，變革因而成功。

最後，根據研究結果，提出建議如下：

一、對校長領導的建議：應關照全面、穩定團隊、掌握關鍵、適度量力並耐心等待；

二、對後續研究的建議：有關校長領導量化兼質性研究不多，後續可針對校長變革領導進行質量並呈的深入研究。This research aims to investigate on how high school principals promote the change leadership strategies in High School Actualization Program of Ministry of Education. Through analyzing the difficulties, the applied strategies and efficacy of principals in case schools when promoting this policy, the study provides high school principals with advice on change leadership for promoting schemes in order to enhance the efficacy of High School Actualization Program.

Based on literature review and interviews with school administrators from three schools in Taipei area, principals’ strategies for change leadership can be summarized as follows:

1. The principals in case schools all exercised five strategies to motivatie change, create a vision for the school, develop supportive context, fulfill process management and sustain innovative momentum.

2. The principals in case schools adopted various leading strategies according to personalities and school circumstances to better promote reform.

3. The principals in case schools could overcome difficulties by understanding the attitudes of the members, delegating powers to the lower level, applying empowering strategies, and adopting strategies including communication, education, participation, support, negotiation, compulsion to reconcile obstructions gradually, leading to successful reform.

Lastly, there are some suggestions according to the results of this research:

1. To principals: It is suggested that principals should care thoroughly, stabilize the whole team, grasp the key points, act based on their abilities, and wait patiently to facilitate the reform process.

2. To further research: There are not many research on principal leadership adopting both quantitative and qualitative research methods. It is suggested that future research can use both quantitative and qualitative methods on principals’ change leadership.