A Case Study on the Leadership of Kindergarten Center Director in School Change Process

• Main Authors: Pi-Hui Wu, 吳碧惠
• Other Authors: Yu-ling Hsue
• Format: Others
• Language: zh-TW
• Online Access: http://ndltd.ncl.edu.tw/handle/67143363521009741045

碩士 === 國立新竹教育大學 === 幼兒教育學系碩士班 === 95 === This research explored an early childhood center director’s leadership behaviors in the change of kindergarten center, and the development process of leadership behaviors in school change. Within one and half year between November 2005 and May2007, the researcher collected data through long-term observations, interviews, documentation, and field notes. The conclusions of this research were the followings: 1. The leadership behaviors of kindergarten center director included four aspects: constructing a supporting environment; improving professional competences; empowering teachers; listening and communication. 2. The center director’s leadership behaviors evolved and interweaved among “improving professional competences”, “empowering teachers”, and “listening and communication” in school change process. Those leadership behaviors also influenced the interaction between director and employees. 3. The major challenge of kindergarten center director transformation from traditional curriculum to open education was “Human factor”, which included: dilemmas of employee management, and parent’s supporting on the change. 4. The change process of kindergarten director’s leadership behaviors in school included: “Planned change (initiative)”, “Non-planned change (passive)”, “Chain of change (interactive)”. 5. The implement of external resources helped to expand the professional vision of the staff in kindergarten center, which improved professional competences and promoted the school to change. Based on the research findings, some relevant recommendations were made for kindergarten center directors, early childhood education workers on-site, teacher training institutions and future studies.