英文摘要 |
This study explores power distance’s theoretical development and practical application in educational leadership. Power distance refers to the extent to which members of a society or organization accept the un¬equal distribution of power. In education, in a high power distance cul¬ture, decision-making authority is concentrated at the top, with teachers and students highly compliant with authority. In contrast, in a low power distance culture, emphasis is placed on equality and collaboration, allow¬ing teachers and students to participate more actively in decision-making. Theories related to power distance, including the new socio-economics theory, uncertainty reduction theory, complementarity theory, value con¬gruence theory, and social exchange theory, help understand how power operates in educational organization. A review of related studies reveals that adjusting power distance can enhance the effectiveness of educa¬tional management and increase teacher and student satisfaction. The conclusion points out that the impact of power distance on educational leadership effectiveness is multifaceted, and leaders should adjust power distance according to specific contexts to balance decision-making ef-ficiency, innovation capability, teacher-student relationships, and educa¬tional quality. Future research should further explore the specific impacts of power distance in different cultural backgrounds and educational set¬tings and propose improvement measures and recommendations to pro¬vide more comprehensive and in-depth support for educational leader¬ship. |