Research on the Relationship of Private Senior High Schools Between Principals’ Competing Values Leadership, Teachers’ Professional Commitment, Organizational Innovation and School Organizational Effectiveness — the Construction of Effective Management Mo

• Main Authors: Chiang Che, 江澈
• Other Authors: Pei-tsuen Tsai
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/33764060772385938376

博士 === 國立高雄師範大學 === 成人教育研究所 === 95 === The research mainly focuses on the relationship of private senior high school between the capability of competing values leadership for the principals, the career and performance of teachers’ commitment to profession, the action and achievement of organizational innovation and the promotion of organizational effectiveness, and also the construction of an effective management model for private senior high schools. The purposes of research are (1)understanding the real conditions of private senior high school principals’ competing values leadership, teachers’ commitment to profession, organizational innovation and school organizational effectiveness; (2)analyzing the distinct difference of cognition of private senior high school teachers who have different backgrounds in terms of their competing values leadership for the principals, teachers’ commitment to profession, organizational innovation and school effectiveness; (3)investigating the relationship between competing values leadership for the principals of private senior high school, teachers’ commitment to profession, organizational innovation and organizational effectiveness; (4)constructing a model for the relationship between competing values leadership for the principals of private senior high school, teachers’ commitment to profession, organizational innovation and organizational effectiveness; (5)based on the model of “Effective Management of Private Senior High School”, the result of the research can provide concrete suggestions and further study for private senior high school. The subject of the research is focused on private senior high schools in Taiwan. There are 36 sample schools and 1080 sample teachers in total. The effective received questionnaires are 92.96%. The instrument being used is named “A Questionnaire and Evaluation Sheet for the Investigation of Private Senior High Schools’ Management.” , and is divided into four parts: “ A Questionnaire for Competing Values Leadership for the Principals of Private Senior High School”, “A Questionnaire for Private Senior High School Teachers’ Commitment to Profession” , “A Questionnaire for Private Senior High School’s Organizational Innovation” and “A Questionnaire for Private Senior High School Organizational Effectiveness”. This adopts T Tests, One-Way ANOVA (analysis of variance), Pearson Correlation Analysis, Stepwise Regression Analysis and AMOS Structural Equation, for data analysis and test & research hypothesis. The conclusions of the research are: 1. Overall, private senior high school principals have strong ability of competing values leadership and the most tendency of “Revolutionary Leadership”. 2. Overall, private senior high school teachers generally have higher professional commitment and higher cognition in “Continuance in Teaching” and “Professional Development”. 3. Overall, private senior high schools have good performance in organizational innovation and put the most emphasis on “The Innovation of Leadership Strategy”. 4. Overall, private senior high schools have good performance in organizational effectiveness and consider “Development by Learning” to be the most efficient in promoting schools. 5. Private senior high school’s male teachers who are above 41, have a master’s degree and work experience of more than 11 years, and work in administration have deep awareness of principals’ “Controlled Leadership” and hope that the principals orient towards “Interpersonal Leadership”. 6. Private senior high school male teachers in large-scale metropolis, and plural schooling systems and who have more than 21 years of work experience and work in administration have higher organizational commitment, involve themselves in organizational innovation, and put more emphasis on learning development efficacy. 7. Private senior high schools of pooled board of directors, large-scale metropolis, and plural schooling systems have better capability of competing values leadership for the principals and have better performance in promoting school organizational effectiveness. 8. The stronger competing values leadership private senior high schools have, the better promotion teachers have in teachers’ commitment to profession, school’s organizational innovation and efficacy enhancement. 9. The more emphasis private senior high school teachers put on the commitment to profession, the better organizational innovation and efficacy enhancement school have, especially in the organizational commitment. 10. The more emphasis private senior high schools put on organizational innovation, the more capable they are of enhancing schools effectiveness. 11. The innovation of environmental resources for private senior high schools are most predictable to organizational effectiveness, financial control, customers’ recognition, and internal operation, while the innovation of teaching techniques are most predictable to development by learning. 12. The competing values leadership for private senior high school principals has a positive cause-and-effect relationship with teachers’ commitment to profession, organizational innovation, and the interaction of organizational effectiveness. The revolutionary leadership has the greatest effect on the active involvement, the innovation of administrative control and the financial control. 13. The teacher’s commitment to profession in private senior high school has a positive cause-and effect relationship with organizational innovation and the organizational effectiveness. The active involvement has the greatest effect on the innovation of administrative management and the learning development. 14. Private senior high school’s organizational innovation has a positive cause-and-effect relationship with the organizational efficacy. The innovation of environmental resources and the innovation of teaching techniques have the greatest effect on learning development. 15. The competing values leadership for private senior high school principals, the teacher’s commitment to profession, and organizational innovation has a positive cause-and-effect relationship with the organizational effectiveness. The structural model show as the chart 5-2-1. 16. The competing values leadership for the principals has a direct impact on the school organizational effectiveness through organizational innovation. 17. The competing values leadership for the principals has a direct impact on the school organizational effectiveness through the intermediary relationship of teacher’s commitment profession to organizational innovation. This study raises recommendations for the practiceal application of school management and theory research: 1. If private senior high school principals could strengthen the revolutionary leading ability, improve interpersonal leadership, the teachers will be encouraged in “Active Involvement,” “the Innovation of Administration Management,” and “Efficiency of Financial Control” would be more promoted. 2. If private senior high school increasingly awards teachers and encourage them in “Continuing Teaching,” “Professional Development,” and improve teachers’ organizational commitment, the function of “the Innovation of Administration management,” and “Development by Learning” would be more manifested. 3. Private senior high school should advance “the Innovation of Leading Strategy,” and promote “the Innovation of Administration Management” to forward “Development by Learning,” and strengthen the capability of school competition. 4. Private senior high schools should be more devoted to “Development by Learning,” and enhance “School Organizational Effectiveness”. 5. Private senior high schools should improve the enrolling systems to balance the financial control and management. 6. Private senior high schools should strengthen “the Innovation of Environmental Resources” to enhance the efficacy of “Financial Control and Management”, “Recognition From Customers” and “Internal Operation”. 7. Affirm and stimulate experienced male adjunct administrative teachers’ commitment and recognition to school in order to promote the innovation and enhance school effectiveness. 8. Strengthen the organization commitment of experienced female adjunct administrative teachers as well as encourage them to participate in the innovation of organization for the enhancement of development by learning. 9. Private senior high schools in large-sized metropolis will enhance more the school organizational effectiveness, if strengthening their competing values leadership for the principal, carrying out organizational innovation, and improving teachers’ commitment to profession. 10. Private senior high schools with a longer history since establishment should continue to develop the function of interpersonal leadership for the teachers to recognize and contribute to the schools. 11. Private senior high school principals, regarding practical tasks, should understand the path to “the Effective Management Model for School” and continue to develop school management. 12. Effective management model for private senior high school can provide the theoretical basis for related research as well as practical task application for various types senior high schools.