特殊學校校長領導踐行之研究

A Study on the Leadership of a Special School Principal

特殊教育進步程度乃國家文明與教育發展的重要指標，學校領導對於學校發展及學生成就的提升扮演重要的角色，目前對於特殊教育的領導之所知有限，特殊教育領導仍處於嬰兒期。本研究選擇臺灣一所特殊學校為研究對象，透過質性的訪談，根據結構型、成員發展型、參與型、教學型、企業型等五種類型，分析個案學校校長採取的領導作為。本研究有以下的結論，首先，校長強調以視障學生為中心的教育理念，學校提供安全及友善的住宿，以及無障礙環境。其次，校長協助教師進行專業發展，推動教師專業發展評鑑，促進明盲老師的協同教學。再者，校長訴諸專業的正向、柔性領導作為，行政團隊組成穩定，溝通及互動良好，出版中心負責點字的教材及輔具，是重要的後勤支援。再次，學校開展多元課程與教學，滿足不同部別學生的需求，校長重視個別化教育計畫的執行，並採取分組教學、多層次教學法。最後，校長引進各種資源協助弱勢學生及家長，並強化家長參與和連繫，建立品牌是學校因應少子化的策略。

The advancement of special schools represents the degree of civilization and education of a country. A principal plays a vital role in school development and student academic achievements. Currently, special education is still in its infancy, as even studies on leadership at special schools are quite limited. This study selected one special school in Taiwan as its subject, conducted interviews, and analyzed the leadership practices of the principal from five orientations: structuring style, personnel development style, participative style, instructional style, and entrepreneurial style. This research reaches the following conclusions: First, the principal adheres to visually impaired student-centered educational philosophy, while the school provides safe and friendly accommodations and accessibility. Second, the principal facilitates teachers to enhance their expertise, drives the teacher professional evaluation, and promotes team teaching for teachers of the blind and the sighted. Third, the principal points out the right professional directions and adopts flexible leadership. The administrative team has a stable composition and good communication and interaction. The publishing center offers important logistical support such as braille textbooks and aids. Furthermore, the school has multiple curricula and teaching approaches to meet the needs of students of different departments. The principal focuses on individual education and adopts multiple teaching approaches such as group teaching. Fourth and lastly, the principal introduces a variety of resources to assist disadvantaged students and parents, strengthens the involvement of and contact with parents, and upholds the strategy to build up the school brand in line with the current trend of a low national birth rate.