中小學校長智慧領導、組織向心力與品牌價值關係之研究

A Study of the Relationship among the Principal’s Smart Leadership, the Organizational Centripetal Force and the Brand Value in Primary and Secondary Schools

本研究旨在探究「中小學校長智慧領導、組織向心力與品牌價值關係」，以臺北市、新北市和桃園市中小學校長為研究對象。透過Google問卷調查，回收222份，研究方法採文獻分析和問卷調查。資料分析採描述統計的平均數和百分比與次數分配，經綜合討論形成以下的結論。一、中小學校長智慧領導向度，以建置「智慧行政的系統管理」為經營校務的主軸；二、不論學校規模大小，中小學校長的智慧領導，皆以「智慧行政的系統管理」為主要領導向度；三、不論學校歷史年度，中小學校長的智慧領導，皆以「智慧行政的系統管理」為實踐智慧領導的前提；四、中小學資深校長較注重「智慧社群的專業發展」；資淺的校長較注重「智慧行政的系統管理」；五、中小學組織向心力向度中，以「團隊學習的學習型學校」列為典型優先；六、不論學校規模大小，中小學組織向心力向度中，皆以「團隊學習的學習型學校」和「集體領導的整體帶動」為學校組織的主要向心力；七、不論學校歷史年度在組織向心力向度中，皆以「團隊學習的學習型學校」和「集體領導的整體帶動」為學校組織向心力的主要實踐策略；八、中小學校長不論資深或資淺，在組織向心力向度中，皆以「團隊學習的學習型學校」和「集體領導的整體帶動」為學校組織向心力的主要實踐策略；九、中小學校長「智慧領導」各向度與「品牌價值」的「建立特色學校」關係最高；十、中小學校長「組織向心力」各向度與「品牌價值」的「建立特色學校」關係最高。最後，研究者依據研究結論提出相關建議。

This study aims to explore of the relationships among the principal's Smart leadership, the organizational centripetal force and the brand value, with the primary and secondary school principals of Taipei City, New Taipei City and Taoyuan City as the research subjects. Through the Google survey, 222 were collected, and the research methods were analyzed by literature and questionnaires. The data analysis uses the average and percentage and number distribution of descriptive statistics. The following conclusions are made through comprehensive discussion: 1.The dimension of smart leadership of primary and secondary school principals, with the establishment of ''system management of smart administration'' as the main axis of school affairs; 2.Regardless of the size of the school, the smart leadership of primary and secondary school principals is based on ''smart administrative system management'' as the main dimension of leadership; 3. Regardless of the historical year of the school, the smart leadership of primary and secondary school principals is based on the ''systematic management of smart administration'' as the prerequisite for practicing smart leadership; 4. Senior principals of primary and secondary schools pay more attention to ''professional development of smart communities''; junior principals pay more attention to ''system management of smart administration''; 5. In the dimension of centripetal force of primary and secondary organization, ''learning schools of team learning'' is listed as a typical priority; 6. Regardless of the size of the school, In the dimension of centripetal force of primary and secondary organization are ''learning schools of team learning'' and ''overall drive by collective leadership''; 7. Regardless of the historical year , In the dimension of centripetal force of organization, ''learning schools of team learning'' and ''overall drive by collective leadership'' are the main practical strategies of school organizational centripetal force; 8. Regardless of Senior or junior of Primary and secondary school principals, in the dimension of organizational centripetal force, regard '' learning schools of team learning'' and ''overall drive by collective leadership'' as the main practical strategies of school organizational centripetal force; 9. The ''smart leadership'' dimension of primary and secondary school principals has the highest relationship with the ''brand value'' of ''building a characteristic school''; 10. The ''organizational centripetal force'' dimensions of primary and secondary school principals have the highest relationship with ''building a characteristic school'' of ''brand value''. Finally, according research conclusions, the researcher had tried to make some recommendations.