宜蘭縣國民小學校長轉型、互易領導與學校競爭優勢關係之研究   免費試閱

A Study of the Relationships Among Principal's Transformational Leadership, Transactional Leadership, and School Competitive Advantages in the Elementary Schools of Yilan County

本研究的目的在探討宜蘭縣國民小學校長轉型、互易領導與學校競爭優勢的關係，研究方法主要採取文獻分析與調查研究方法。調查研究以宜蘭縣2053位正式教師為母群體進行抽樣，共抽取526位教師為樣本，有效問卷425份。調查資料以分別以描述統計、t檢定、單因子變異數分析、Scheffé 事後比較法、Pearson積差相關與逐步多元迴歸分析進行資料分析，得到下列幾項結論：一、教師知覺校長轉型、互易領導與學校競爭優勢現況表現均屬中上程度。二、不同性別、年齡、年資、學歷及擔任職務對於校長轉型、互易領導與學校競爭優勢分數無顯著差異，而在小型學校任教之教師所知覺校長轉型、互易領導對學校競爭優勢分數則較高。三、校長表現高度轉型、互易領導，會有較高的學校競爭優勢。四、校長運用智性激勵、例外管理及分享願景等，能有效提升學校競爭優勢，其中以智性激勵之解釋力最高。

This study is aimed to investigate the relationships among Transformational Leadership, Transactional Leadership, and School Competitive Advantages in the Elementary schools of Yilan County. The primary research methods employed include literature review and quantitative research methods. For the quantitative research method, a survey was conducted in Yilan county by sampling 526 in-service teachers from a population of 2053 teachers in 75 public elementary schools. 425 responses were recognized as valid and analyzed via descriptive statistics, t-test, One-Way ANOVA, Scheffé methods, Pearson product-moment correlation, and Multiple Regression. Based on the statistical results, four conclusions were found: 1) Teachers perceived a moderate degree of associations among principals' transformational leadership, transactional leadership, and school competitive advantages in pre- and in-service teaching education training. 2) There is no significant difference of the principals' transformational leadership, transactional leadership, and school competitive advantages among different genders, age, career, education, and positions. However, teachers who teach in a small school have higher sense of the principals' transformational leadership, transactional leadership, and school competitive advantages. 3) The principals who have higher scores of transformational leadership and transactional leadership tend to have better scores of school's competitive advantages. 4) The principals who could utilize leading strategies, such as reasonable encouragement, exceptional management, and sharing visions, tend to help enhance school's competitive advantages. The influences of reasonable encouragement were found to be the most significant.