英文摘要 |
Due to the impact of declining birthrate and increasing attention to school selection and higher demand on education quality from par-ents, the entrance system of public elementary schools, which is used to depending on school districts division, is no longer a guarantee of registration. How to strive for the approval from parents and students has become a serious issue that a public elementary school has to face. However, related previous researches used to focus on single impact fac-tor or theory, complete systematic perspectives and validation of actual evidence are still lacking. The purpose of this research is to propose a systematic management model of public schools, so the school leaders can take the best advantages of development opportunities and energy of change; furthermore, to promote superior school transformation. Based on one public elementary school which has successfully reached bottom rebound–C Elementary School, this research carries on qualitative case study through collecting onsite observation and multiple evidence. From the viewpoints of education ecological system, it establishes a new model of cyclic process of visionary leadership through literature organization and validation of true events. The research discovers that through the op-eration of innovative service model, the school achieves vision validation with focus of direction and goals due to visionary leadership. At last, the research concludes six innovative service models, including curriculum, learning, teaching faculty, resources, space and management, so as to provide public school leaders an effective and practical management act. |