| Abstract: | 本研究旨在探討國民中學校長分布式領導、學校組織文化與學校創新經營效能之現況及彼此間關係。經文獻分析建立研究架構後，編製「國民中學校長分布式領導、學校組織文化與學校創新經營效能調查問卷」，利用問卷調查進行資料蒐集，以臺灣地區公立國民中學教師為研究對象，分層隨機抽取98校中1,557位教師，有效問卷計1,018份，經敘述性統計、獨立樣本平均數t檢定、單因子變異數分析、事後比較檢定、皮爾遜積差相關及結構方程模式檢定等統計分析，歸納以下重要結論：
一、國民中學教師知覺校長分布式領導屬高等程度，其中以「校長的自信與包容特質」程度最高，「無形與持續的變革作為」程度最低。
二、國民中學教師知覺學校組織文化屬中高等程度，其中以「領導與示範文化」程度最高，「成長與創新文化」程度最低。
三、國民中學教師知覺學校創新經營效能屬中高等程度，其中以「學生活動創新效能」程度最高，「課程教學創新效能」程度最低。
四、教師兼任行政職務、學校規模49班以上、校長任職本校年資未滿1年之國民中學教師，對校長分布式領導知覺程度較高。
五、教師任教年資10年以下、學校規模49班以上、校長性別女性、校長任職本校年資未滿1年之國民中學教師，對學校組織文化知覺程度較高。
六、教師任教年資10年以下、校長性別女性、校長研究所碩博士畢業、校長任職本校年資第5年以上之國民中學教師，對學校創新經營效能知覺程度較高。
七、校長分布式領導、學校組織文化與學校創新經營效能整體彼此間具有中度至高度相關。
八、校長分布式領導對學校組織文化、學校組織文化對學校創新經營效能均有正向直接之影響效果。
九、學校組織文化為校長分布式領導與學校創新經營效能之完全中介，在多重中介效果分析亦有相同結果。
十、校長分布式領導、學校組織文化與學校創新經營之模型達嚴謹適配標準。
依據研究結論提出建議，謹供教育行政主管機關、國民中學校長、國民中學教師與未來研究參考。
This study aimed to explore the relationships among principals` distributed leadership, school organizational culture, and effectiveness of school innovation management in junior high school. After establishing a research framework based on document analysis, and along with different research methods, a questionnaire entitled The Relationships Between Distributed Leadership, School Organizational Culture and Effectiveness of School Innovation Management in Junior High Schools was applied to gather data from public junior high school teachers in Taiwan. By employing the stratified random sampling method, there were 1,557 questionnaires sent out to 98 schools, and there were 1,018 valid questionnaires after invalid ones deducted. All data were analyzed by the methods of descriptive statistics, independent t-test, one-way ANOVA, Post-hoc test, Pearson correlation, Multiple regression, Structural equation modeling, etc. The findings of this study were as follows:
1. Junior high school teachers’ perception of principals’ distributed leadership was at a high level; especially scored the highest in “principal`s self-confidence and tolerance”, but the lowest in “invisible and continuous changes”.
2. Junior high school teachers’ perception of school organizational culture was moderately high; especially scored the highest in “leadership and demonstration culture” but the lowest in “growth and innovation culture”.
3. Junior high school teachers’ perception of effectiveness of school innovation management was moderately high; especially scored the highest in “innovative effectiveness of pupil activity” but the lowest in “innovative effectiveness of curriculum and instruction”.
4. The following groups of junior high school teachers had a significantly higher levels on perception of the principal’s distributed leadership: (1) teachers also served as administrative positions, (2) the number of school classes was higher than 49, (3) the principal’s teaching year was less than a year.
5. The following groups of junior high school teachers had a significantly higher levels on perception of school organizational culture: (1) teachers had less than 10 years of teaching experience, (2) the number of school classes was higher than 49, (3) gender of the principal was female, (4) the principal’s teaching year was less than a year.
6. The following groups of junior high school teachers had a significantly higher levels on perception of the effectiveness of school innovation management: (1) teachers had less than 10 years of teaching experience, (2) gender of the principal was female, (3) the principal`s degree was a master`s degree or a doctorate, (4) the principal had served the school for more than 5 years.
7. There was a moderately to highly positive correlation between distributed leadership, school innovative management and school effectiveness in senior high schools.
8. There were positive and direct effects on principals’ distributed leadership to school organizational culture, and the result of the school organizational culture among effectiveness of school innovation management were the same.
9. School organizational culture was the significant media for the relationship between principals’ distributed leadership and effectiveness of school innovation management, and the same results had been achieved in the multiple mediation analysis.
10. The theoretic modeling among the principals’ distributed leadership, school organizational culture, and effectiveness of school innovation management fit well.
In conclusion, this study hoped to provide specific suggestions to educational administration agencies, principal of junior high school, teachers in junior high school, and other future research. |
