王如哲林怡君LIN, YI-CHUN2019-08-282011-7-252019-08-282011http://etds.lib.ntnu.edu.tw/cgi-bin/gs32/gsweb.cgi?o=dstdcdr&s=id=%22GN0698160022%22.&%22.id.&http://rportal.lib.ntnu.edu.tw:80/handle/20.500.12235/91294本研究旨在調查臺北市國民中學校長變革領導與行政管理創新之現況，瞭解不同個人背景變項與學校環境變項的教育行政人員所知覺校長變革領導與行政管理創新的差異情形，並探討兩者之間的關係，以及分析校長變革領導對行政管理創新之預測力，最後提出建議以供相關單位及人員參考。 本研究以臺北市公私立國民中學之教育行政人員為研究對象，採問卷調查法，以「臺北市國民中學校長變革領導與行政管理創新現況調查問卷」為研究工具並進行抽樣調查，共發放43所學校457份正式問卷，有效問卷為409份，故有效回收率為89.5％。再進一步以百分比次數分配、平均數、標準差、t檢定、單因子變異數分析、Pearson積差相關與多元迴歸分析等統計方法，進行資料分析並獲得以下主要結論： 壹、臺北市國民中學教育行政人員對校長變革領導知覺程度屬「中高程度」，其中以「建立危機意識」層面最高，「深植變革文化」層面最低。 貳、臺北市國民中學男性、研究所畢業、擔任校長與主任職務的教育行政人員，對校長變革領導的知覺程度較高。 參、臺北市國民中學教育行政人員對行政管理創新知覺程度屬「中高程度」，其中以「專業成長創新」層面最高，「組織結構創新」層面最低。 肆、臺北市國民中學男性、擔任校長與主任職務、公立學校的教育行政人員，對行政管理創新的知覺程度較高。 伍、臺北市國民中學不同年齡的教育行政人員，對校長變革領導與行政管理創新的知覺情形皆一致。 陸、臺北市國民中學校長變革領導整體及各層面與行政管理創新之間，具有中高程度的正相關。 柒、臺北市國民中學校長變革領導整體及各層面對行政管理創新，具有中等程度的預測力，尤以「深植變革文化」層面的預測力最高。This study aims to survey the current situation between principal change leadership and administrative innovation of junior high schools in Taipei City, and to compare the differences between the two factors perceived by educators with different personal variables and school environmental variables, and to explore the relation between the two factors, and to analyze the predictability of principal change leadership toward administrative innovation, and to offer suggestions to the relevant organizations and people for reference finally. The subject of this study is the educational administrators of junior high schools in Taipei City. A survey method was adopted and with the tool of “The Questionnaire of Current Situation between Principal Change Leadership and Administrative Innovation of Junior High Schools in Taipei City”. There are 457 questionnaires which mailed to 43 schools in the sampling investigation, 409 effective questionnaires were collected, and the effective returns-ratio is about 89.5 %. Further, the statistical methods used for analyzing the collected data include: Percentage of frequency distribution, mean, standard deviation, t test, one-way ANOVA, Pearson product-moment correlation, and multiple regression. The main findings are as follows: 1. In principal change leadership, the perception of educational administrators of junior high schools in Taipei City was above the average. Particularly, the perception of establishing consciousness for crisis was relatively highest and rooting change culture was relatively lowest. 2. In principal change leadership, the educational administrators’ perception of male, graduating from graduate institutes, and serving as principal and director of junior high schools in Taipei City was above the average. 3. In administrative innovation, the perception of educational administrators of junior high schools in Taipei City was above the average. Particularly, the perception of professional development innovation was relatively highest and organizational structure innovation was relatively lowest. 4. In administrative innovation, the educational administrators’ perception of male, serving as principal and director, and public schools of junior high schools in Taipei City was above the average. 5. In principal change leadership and administrative innovation, the perception of educational administrators at different ages of junior high schools in Taipei City was consistent. 6. There was a high-degree positive correlation between principal change leadership and administrative innovation of junior high schools in Taipei City. 7. The predictability was moderate in principal change leadership to administrative innovation of junior high schools in Taipei City. Particularly, the predictability of rooting change culture was relatively highest.校長變革領導行政管理創新principal change leadershipadministrative innovation