本研究係對台灣天主教中等學校校長道德領導、學校組織健康與學校效能三個變項進行受訪教職員知覺調查與描述、比較不同背景變項的教職員差異是否顯著、探討校長道德領導、學校組織健康對學校效能相關性及預測性，依據研究所得結論,分別對台灣天主教中等學校董事會、學校當局、教育人員及後續研究者提出建議，以做為推展校長道德領導、精進學校組織健康及提高學校效能之參考。 本研究使用問卷調查法，以t檢訂、單因子變異數分析、皮爾森積差相關、多元迴歸等統計方法，探討台灣天主教中等學校校長道德領導、學校組織健康與學校效能之關係。 經由文獻的蒐集與探討，提出本研究的研究架構模式圖。研究對象為台灣天主教中等學校435位教職員，研究工具係組合陳浩、秦夢群、蔡玲玲三位各自編寫之「校長道德領導」、「學校組織健康」與「學校效能」問卷。 透過統計分析與討論,本研究獲得以下結論: 一、台灣天主教中等學校教職員知覺校長道德領導、學校組織健康與學校效能之現況屬中高程度。 二、台灣天主教中等學校教職員在人員背景變項對校長道德領導、學校組織健康與學校效能的知覺，大部分未達顯著差異。 三、台灣天主教中等學校校長道德領導、學校組織健康與學校效能三者間具有正向關聯性。 四、台灣天主教中等學校校長道德領導與學校組織健康對學校效能均具有正向預測力。 / This study aims to examine the relationship among the principals’ moral leadership, school organization health, and school effectiveness in Taiwan Catholic secondary schools. Through the organization status description, comparison between different teacher background variables, the correlation with the principals’ moral leadership, school organizational health to forecast school effectiveness was discussed. Finally, it proposes suggestions for Taiwan's Catholic secondary school boards, school authorities, educators and subsequent researchers for further improvement of school effectiveness. This study uses questionnaires survey, t test, one-way analysis of variance, Pearson product-moment correlation, multiple regression and other statistical methods to explore Taiwan's Catholic secondary school moral leadership, the organizational health and schools' effectiveness. Through the collection and discussion of the literature, this study proposes the study frmaework. The questionnaire interviewing 435 Taiwan Catholic secondary school faculties, is developed by the results of moral leadership, school organization and school effectiveness relationship of health from the research of Chen, Qin, and Tsai. Through statistical analysis and discussion, this study obtains the following conclusions: 1. Taiwan Catholic secondary school staff has medium-to-high perception of moral leadership, organizational status of school health and school performance. 2. Taiwan Catholic secondary school faculty staff’s background variancees show insignificant differences in surveying the principals’ moral leadership of principals, school organization and school effectiveness of health. 3. Taiwan Catholic secondary school moral leadership, school health and school performance of the organizations have a positive correlation. 4. Taiwan Catholic secondary school moral leadership and school organization health have a positive predictive power for the effectiveness of school.

在台灣經歷少子化而後,國小超額老師問題相形嚴重. 故本論文以個案研究方式探討中型學校士東國小的資深與資淺教師為例,就學校歷史文化,課程設計,領導風格,及學校效能方面來探討教師在教職生涯滿意度與家長對教師之期望. / Since the phenomenon of low fertility rate emergent in Taiwan, the teacher of the primary education suffered and gradually caused the sever problem of the surplus elementary school teacher. Hence, the Shih-Tung elementary, a medium size school, is the scale aligned with optimal scale for government to borrow the experience. The thesis applied a case study method of in-depth interview for related party of teachers and parents of Shih-Tung Elementary School. Initially from retrieving the education core both from definition and ancient wisdom testing the true meaning for the primary education. It is discussed from the culture of the school, the belief of an organization, which is the symbol of pine, big pencil and eraser under persistent learning, preceding that, from the culture to the curriculum design in terms of characteristic of the school, the charm of the school which made less decline of the student enrollment. Moreover, from the leadership style to verify how it formed the consensus and the acceptance form the teachers, which later on lead the effectiveness of the school. Further, it is focused on the organizational behavior analysis applying the Hierarchy of Needs Theory and Motivator-Hygiene Theory to analyze the satisfaction factors of the teachers in the school. The main parts for the central idea are focused on the teachers’ attitude in relation with the satisfaction factors in the case school, in words, the organizational behavior of the case school. Hence, the discussions are brought under school culture and curriculum design, leadership style and school effectiveness, teachers’ working satisfaction and inspiration, parents’ expectation. Consequently, the result and suggestions are made for the 2 parts: one for the school, and the other for the government under the transition of the era. The suggestions are made for the school as to keep the culture and inheritance of the senior to the junior teacher as legacy, and improving the environment for more efficient purpose of using and curriculum design under innovated way under long history. And utilize the human resource of unmarried woman, and build a communicative talk relationship with the parents since the mutual understanding of both parties are changing from authorities to cooperative and increasing junior teachers in the near future.

本研究旨在瞭解目前新北市國民中學教師會運作成效、教師組織公民行為與學校效能的現況，分析不同背景變項下之教師，知覺教師會運作成效、教師組織公民行為與學校效能之差異情形，並探討三者間之關係，最後建構並驗證新北市國民中學教師會運作成效、教師組織公民行為與學校效能之結構方程模式。 本研究採問卷調查法，共計抽樣34所學校，發出738份問卷，回收558份有效問卷；有效問卷回收率達75.67％。問卷調查結果以描述性統計、t檢定、單因子變異數分析、相關分析、多元逐步迴歸及結構方程模式分析等統計方法加以分析與探討。 本研究獲致結論如下： 壹、新北市國民中學教師知覺教師會運作成效為中高程度，其中以「增進組織運作」表現最佳，「提升教師專業」則可再加強。 貳、新北市國民中學教師知覺教師組織公民行為為中高程度，其中「利他人行為」表現最佳，「工作投入與奉獻」則可再提升。 參、新北市國民中學教師知覺學校效能為中高程度 ，其中「教師教學效果」表現最佳，「社區家長支持」則有加強空間。 肆、新北市國民中學教師在不同背景變項中，「教師會幹部」、「教師會與學校行政互動關係非常良好」者，在知覺教師會運作成效上顯著較高。 伍、新北市國民中學教師在不同背景變項中，「擔任導師」、「教師會幹部」、「教師會與學校行政互動關係非常良好」者，在知覺教師組織公民行為上顯著較高。 陸、新北市國民中學教師在不同背景變項中，「兼任行政」、「教師會與學校行政互動關係非常良好」者，在知覺學校效能上顯著較高。 柒、新北市國民中學教師會運作成效、教師組織公民行為與學校效能之間具有正向關聯。 捌、新北市國民中學教師會運作成效與教師組織公民行為對學校效能有正向預測關係。 玖、教師組織公民行為在新北市國民中學教師會運作成效與學校效能之間有顯著完全中介效果。 最後，根據本研究結果，提出具體建議，供教育行政機關、學校教育人員與未來研究之參考。 / The purposes of this study are to learn the relationships among the Operational Effectiveness of Teachers' Associations, Teachers' Organizational Citizenship Behavior and School Effectiveness of Junior High Schools in New Taipei City. Comparing and analyzing the differences, relationships, and stepwise regression among Operational Effectiveness of Teachers' Associations, Teachers' Organizational Citizenship Behavior and School Effectiveness of Junior High Schools, the researcher tries to build and verify a model for these three elements. Through the use of questionnaires survey method, data are collected from 34 junior high schools, 738 questionnaires in total. Valid questionnaires of 558 are collected, with a usable rate of 75.6%. All data are analyzed by the methods of descriptive statistics, independent t-test, one-way ANOVA, correlation, multiple regressions and structural equation modeling. The conclusions are as follows: 1. The level of the operational effectiveness of teachers' associations is medium, the performance in "strengthen organization operation" is outstanding, and "enhance teacher professional" can be further strengthened. 2. The level of the teachers' organizational citizenship behavior is medium, the performance in "altruistic behavior" is outstanding, and "work input and dedication" can be improved. 3. The level of the school effectiveness is medium, the performance in "teacher teaching effect" is outstanding, and "community parent support" can be further strengthened. 4 .The junior high school teachers as "teachers' cadres" and "in a school where the teachers' association has better interaction with the school administration" show significant perception of the operational effectiveness of teachers' associations . 5. The junior high school teachers as "mentors", "teachers' cadres" and "in a school where the teachers' association has better interaction with the school administration" show significant perception of the teachers' organizational citizenship behavior. 6. The junior high school teachers as "the ones who are concurrently in administrative work" and "in a school where the teachers' association has better interaction with the school administration" show significant perception of the school effectiveness. 7. There are positive correlations among the operational effectiveness of teachers' associations, teachers' organizational citizenship behavior and school effectiveness of junior high schools in New Taipei City. 8. The operational effectiveness of teachers' associations and the teachers' organizational citizenship behavior can apparently predict the school effectiveness. 9.The proper fit of structural equation model among the operational effectiveness of teachers' associations, teachers' organizational citizenship behavior and school effectiveness of junior high schools in New Taipei City is assessed as positive and can explain the relationships among main variables. Teachers' organizational citizenship behavior fully mediates the relationship between the operational effectiveness of teachers' associations and school effectiveness.

本研究旨在瞭解國民小學校長混合教練、師傅教導與學校效能之內涵與現況，並探討其關係，進而建構與驗證三者之互動模式，最後依據研究結果提出建議。首先，進行文獻探討，作為研究立論之基礎及發展研究工具之依據；其次，透過問卷調查臺灣北、中、南、東四區之500位公立國民小學現任校長（有效問卷421份），以分析現況及驗證理論；再者，依據正式問卷回收後之統計分析結果，進行後置焦點團體座談與專家訪談，以探究問卷調查結果背後的可能意涵及影響因素，並尋求受訪者對本研究議題的具體建議；最後，依據研究結果進行綜合討論，以形成結論與建議。茲將本研究之主要結論與建議歸納如下： 壹、國民小學校長混合教練、師傅教導與學校效能之內涵與現況 一、國民小學校長在「COACH混合教練模式量表」及其向度的現況得分大多屬於中高程度，且以「組織專業知能」向度的得分最高。 二、國民小學校長在「MENTOR師傅教導模式量表」及其向度的現況得分大多屬於中高程度，且以「楷模典範形塑」向度的得分最高。 三、國民小學校長在「學校效能指標量表」及其向度的現況得分大多屬於高程度，且以「社區認同」、「環境設備」向度的得分最高。 貳、不同背景變項的國民小學校長在混合教練、師傅教導與學校效能得分之差異情形 一、國民小學校長的背景變項中，性別、擔任校長年資、跟隨教練校長（輔導校長）學習與否、跟隨師傅校長學習與否，在混合教練得分之差異達顯著水準。 二、國民小學校長的背景變項中，跟隨教練校長（輔導校長）學習與否、擔任教練校長（輔導校長）與否、跟隨師傅校長學習與否，在師傅教導得分之差異達顯著水準。 三、國民小學校長的背景變項中，年齡、擔任校長年資、跟隨師傅校長學習與否、學校區域，在學校效能得分之差異達顯著水準。 參、國民小學校長混合教練、師傅教導與學校效能之相關情形 一、整體混合教練與整體師傅教導間呈顯著的正相關，且以「教導專業職能」與「COACH混合教練模式量表」之相關程度最高。 二、整體混合教練與整體學校效能間呈顯著的正相關，且以「行政領導」與「COACH混合教練模式量表」之相關程度最高。 三、整體師傅教導與整體學校效能間呈顯著的正相關，且以「行政領導」與「MENTOR師傅教導模式量表」之相關程度最高。 肆、建構國民小學校長混合教練與學校效能以及師傅教導與學校效能之互動模式分析 一、混合教練與學校效能互動模式之適配度與影響力良好，在整體適配度指標、比較適配度指標、精簡適配度指標、基本適配度指標與內在適配度指標皆佳，前因變項（混合教練）對後果變項（學校效能）也具有顯著的影響力。 二、師傅教導與學校效能互動模式之適配度與影響力良好，在整體適配度指標、比較適配度指標、精簡適配度指標、基本適配度指標與內在適配度指標皆佳，前因變項（師傅教導）對後果變項（學校效能）也具有顯著的影響力。 伍、驗證本研究建構之國民小學校長混合教練、師傅教導對學校效能模式 上游潛在變項二（師傅教導）對下游潛在變項（學校效能）較具有顯著的影響力，而上游潛在變項一（混合教練）對下游潛在變項（學校效能）則較不具影響力；綜言之，師傅教導對學校效能具有顯著的影響效果，但混合教練對學校效能的影響效果較小。 最後，本研究依據文獻探討、問卷調查、焦點團體座談與專家訪談等研究結果，提出相關建議，俾供主管教育行政機關、學校教育人員及後續研究之參考。 / The main purpose of this research was to investigate the blended coaching, mentoring, and school effectiveness for elementary school principals in Taiwan. The research methods included literature review, questionnaire survey, focus group sessions, and interviews. First, the literature review was the basis of argument and for the development of research tools. Secondly, the research instrument was distributed to 500 elementary school principals all over Taiwan and there were 421 valid samples which were used in this study. Moreover, after the statistical analysis of the questionnaire results, the focus group sessions and interviews were being held to explore the possibility of results and the influence factors behind the meaning. Finally, the comprehensive discussion was based on the research findings, and to make up conclusions and recommendations which were summarized as follows: A. In the aspect of blended coaching 1. The blended coaching includes five parts: Connect, Organize, Administrate, Collaborate, and Help. For principals, the best dimension is “Organize”. 2. The background variables in gender, years of service, following the coach principal, and following the mentor principal have significant influences on blended coaching. B. In the aspect of mentoring 1. The mentoring includes six parts: Model, Educate, Network, Tell, Outlook, and React. For principals, the best dimension is “Model”. 2. The background variables in following the coach principal, acting as the coach principal, and following the mentor principal have significant influences on mentoring. C. In the aspect of school effectiveness 1. The school effectiveness includes five parts: Administrative leadership, Teacher teaching, Student learning, Community identity, and Environmental equipment. For principals, the best dimension is “Community identity” and “Environmental equipment”. 2. The background variables in age, years of service, following the mentor principal, school district have significant influences on school effectiveness. D. In the aspect of relationships among blended coaching, mentoring, and school effectiveness 1. There were positively correlation existed among blended coaching, mentoring, and school effectiveness. 2. The model of blended coaching to school effectiveness is proper and the model of mentoring to school effectiveness is also proper. 3. Mentoring which is better than blended coaching promotes and has significant influences on school effectiveness for elementary school principals. In the end, based on the research results, the researcher proposed some recommendations for educational administrative agencies, school personnel, and following research, hoping to benefit the development of elementary school education and the school principal preparation systems in the future.

本研究旨在建構一套適用當前教育環境的「國民小學學校效能評鑑指標與權重體系」，以作為未來有效評鑑國民小學辦學績效的基礎。 研究者透過推薦程序，選定教育學者、教育行政人員、小學校長及小學教師等合計138名為參與評定專家，以進行指標可用性及相對權重分配之調查及訪談，並應用卡方考驗、階層分析程序法(AHP) 等進行考驗分析，最後建構完成「國民小學學校效能評鑑指標與權重體系」。研究結果顯示： 一、「國民小學學校效能評鑑指標與權重體系」中，一級指標包含了「教育輸入」、「教育歷程」與「教育產出」。其相對權重分配，「教育輸入」指標為26％，「教育歷程」指標為41％，「教育產出」指標則為33％。 二、一級指標中之教育輸入指標，下轄「發展目標與計畫」、「經費與教學設備」、「教師能力素質」與「學校環境品質」等四個二級指標。其相對權重分配，依序為20％、17％、43％與20％，其下並分別下轄數個三級評鑑指標。 三、一級指標中之教育歷程指標，下轄「校長領導作為」、「學校行政管理」、「學校組織氣氛」與「教師教學品質」等四個二級指標。其相對權重分配，依序為23％、12％、23％與42％，其下並分別下轄三到四個三級評鑑指標。 四、一級指標中之教育產出指標，下轄「發展目標與計畫達成」、「學生成就表現」、「教師專業成長」與「學校社區聲望」等四個二級指標，其相對權重分配，依序為24％、34％、28％與14％，其下並分別下轄二到四個三級評鑑指標。 五、三級評鑑指標項下，並建構有評估細目指標，惟並無相對權重之設計，以符合實務應用時客觀具體與因地制宜之平衡需求。 此外，本研究也針對「學校效能評鑑模式」、「評鑑指標的有效選擇」與「相對權重的理想建構」等進行分析討論。文末並針對實務應用與未來之研究方向等提出具體之建議。 / The purpose of this study aims to establish the evaluation indicators and the weight system of school effectiveness in elementary education. Total of 138 experts were recommended to help developing the evaluation indicators. The subjects consisting of educators, administrators, principals, teachers in elementary schools are implemented with questionnaires and interviews. The main work of these experts was to judge the availability of indicators and the ratio of weights. The results are analyzed by Chi-square test and Analytic Hierarchy　Process（AHP）. The conclusion manifests as follows: 1) the first-order indicators in the weight system for elementary school effectiveness include educational input, educational process, and educational output. The weight for each inidicator is 26%, 41% and 33% respectively. The second-order inidicators and their weights are stated as follows: a.) the "educational input" comprises four second-order indicators: developing goals and planning (20％), expenditure and equipment（17％）, teachers' competence（43％） and environmental quality（20％）. There are three third-order indicators under these second-order indicators. b.) the "educational process" encompasses four second-order indicators: principal's leadership（23％）, administration and management（12％）, school climate (23％) and teaching quality (42%). Each of these indicators contains three or four third-order indicators. c.) the "educational output" contains of four second-order indicators: the developing and achieving goals（24％）, students' performance（34％）, teachers' professional development（28％）, and school's reputation in community (14％). Each of these indicators also contains 2 to 4 third-order indicators. 2.) the reason for the fourth-order indicators not given any weight is to keep the flexibility of this system in various education settings. Besides, this study also discusses the evaluation model of school effectiveness, the effective choice of indicators and the ideal construct of indicator weight. At the end of the study also proposes some concrete suggestions for practice and further study.

本研究旨在探討高級中等學校分布式領導、學校創新經營與學校效能的現況及其彼此之關係。採用調查研究法，編製「高級中等學校分布式領導、學校創新經營與學校效能關係問卷」進行資料的蒐集，以臺灣地區公私立高級中等學校教師為研究對象，依學校類型、學校屬性、學校規模、所在區域等四種標準，分層抽取86所學校，共發出1192份問卷，回收1103份，回收率為92.5%，扣除無效問卷後，有效問卷為1052份。使用SPSS 18.0 for Windows及AMOS18.0 for Windows套裝軟體，進行描述性統計、因素分析、相關分析、t 考驗、變異數分析及結構方程模式等統計方法，獲得以下結論： 一、 「清晰的組織結構和績效責任」、「校園環境創新」、「行政公關績效」分別最能呈現高級中等學校分布式領導、學校創新經營、學校效能之效果。 二、 高級中等學校分布式領導、學校創新經營與學校效能現況屬於中高程度，分別以「營造信任的文化」、「外部關係創新」、「教師專業展能」得分最高，「清晰的組織結構與績效責任」、「校園環境創新」、「學生整體表現」得分最低。 三、 不同背景變項高級中等學校教師所知覺分布式領導現況達顯著差異者為：高中高於高職，私立學校高於公立學校，女性校長的學校高於男性校長，男性教師高於女性教師，51歲以上教師高於31-40歲、41-50歲的教師，服務21年 (含)以上的資深教師高於6-10年的教師，擔任主任者高於組長、導師與專任教師，大學學歷的教師高於研究所以上學歷的教師。 四、 不同背景變項高級中等學校教師所知覺學校創新經營現況達顯著差異者為：高中優於高職，私立學校高於公立學校，女性校長的學校高於男性校長的學校，男性教師高於女性教師，51歲以上教師高於31-40歲的教師，擔任主任者高於組長、導師與專任教師。 五、 不同背景變項高級中等學校教師所知覺學校效能現況達顯著差異者為：高中優於高職，私立學校高於公立學校，女性校長的學校高於男性校長的學校，51歲以上教師高於30歲以下、31-40歲、41-50歲的教師，服務21年 (含)以上的資深教師高於6-10年、11-15年的教師，擔任主任者高於組長、導師與專任教師。 六、 學校所在地區、學校規模、校長學歷、擔任校長年資四個背景變項不同之教師，所知覺高級中等學校分布式領導、學校創新經營、學校效能皆無顯著差異。 七、 高級中等學校分布式領導、學校創新經營與學校效能三者，兩兩之間皆為高度正相關。 八、 高級中等學校分布式領導可透過學校創新經營，增強對學校效能的正向影響力。分布式領導各層面對學校創新經營、對學校效能皆以「領導能量的投入」具有最大間接效果，其次依序為「清晰的組織結構和績效責任」、「自信推動變革的領導者」、「營造信任的文化」。學校創新經營各層面對學校效能的間接效果值由高而低依序為「課程活動創新」、「校園環境創新」、「外部關係創新」、「行政管理創新」。 最後，依據研究結論提出建議，供主管教育行政機關、學校及未來研究之參考。 / The purpose of this study is to probe into not only the current situation of distributed leadership, school innovative management and school effectiveness, but also their relationships with each other. With survey research method, a questionnaire entitled The Relationships Between Distributed Leadership, School Innovative Management and School Effectiveness in Senior High Schools is applied to gather data from public and private high school teachers in Taiwan area. By employing the stratified random sampling method, there are 1,192 questionnaires sent out to 86 schools, based on their type, attribute, scale, and location. There are 1,103 questionnaires retrieved, making the response rate 92.5%, and there are 1,052 valid questionnaires after invalid ones deducted. The packages SPSS 18.0 for Windows and AMOS 18.0 for Windows are adopted to carry out descriptive statistics, factor analysis, Pearson correlation analysis, t-test, one-way ANOVA, and structural equation modeling. The findings of this study are as follows: 1. “Definite organizational structure and performance responsibility,” “The innovation of campus environment,” and “The performance of administrative public relations” can best manifest the effects of distributed leadership, school innovative management and school effectiveness, respectively, in senior high schools. 2. The current situation of distributed leadership, school innovative management and school effectiveness in senior high schools belongs to high-intermediate level, with “Build the trustworthy culture,” The innovation of external relations,” and “The abilities of teachers’ professional development” attaining top marks, respectively, and “Definite organizational structure and performance responsibility,” “The innovation of campus environment,” and “Students’ overall performance” scoring the lowest, respectively. 3. Some significant differences toward the current situation of distributed leadership perceived by senior high school teachers with different background variables are: senior high schools higher than vocational high schools, private schools higher than public schools, schools with female principals higher than those with male principals, male teachers higher than female teachers, teachers older than 51 years of age higher than those of 31-40 years old or 41-50 years old, senior teachers with at least 21 years of teaching experience higher than those with 6-10 years, serving as directors higher than section chiefs, homeroom teachers and full-time teachers, and teachers with undergraduate degrees higher than those with graduate degrees. 4. Some significant differences toward the current situation of school innovative management perceived by senior high school teachers with different background variables are: senior high schools higher than vocational high schools, private schools higher than public schools, schools with female principals higher than those with male principals, male teachers higher than female teachers, teachers older than 51 years of age higher than those of 31-40 years old , and serving as directors higher than section chiefs, homeroom teachers and full-time teachers. 5. Some significant differences toward the current situation of school effectiveness perceived by senior high school teachers with different background variables are: senior high schools higher than vocational high schools, private schools higher than public schools, schools with female principals higher than those with male principals, teachers older than 51 years of age higher than those under 30 years old, 31-40 years old or 41-50 years old, senior teachers with at least 21 years of teaching experience higher than those with 6-10 years or 11-15 years, and serving as directors higher than section chiefs, homeroom teachers and full-time teachers. 6. Toward distributed leadership, school innovative management and school effectiveness in senior high schools, there is no significant difference perceived by teachers of four different background variables--school location, school scale, principals’ academic degrees, and duration as principals. 7. There is a highly positive correlation between distributed leadership, school innovative management and school effectiveness in senior high schools. 8. Distributed leadership in senior high schools can reinforce positive influence on school effectiveness through school innovative management. As regards all aspects of distributed leadership, the very one that has the most indirect effects on both school innovative management and school effectiveness is “The input of leadership,” and other aspects in sequence are “Definite organizational structure and performance responsibility,” “The leader confidently pushing for reforms,” and “Build the trustworthy culture.” All aspects’ top-down values of the indirect effects of school innovative management on school effectiveness are “The innovation of curricular activities,” “The innovation of campus environment,” ”The innovation of external relations,” and “The innovation of administrative management.” Finally, according to the conclusions of this study, some suggestions are proposed for the educational executive organizations, schools, and the reference of future study.

本研究旨在瞭解臺北市立國民中學學校領導、學校行政及學校效能之現況與關係，進而建構及驗證其互動模式，以探討參選優質學校的學校領導及行政管理等向度，對其學校效能的影響，並且依研究結果提出建議。 本研究抽取臺北市立國民中學及完全中學國中部共計30所學校，針對學校校長、主任及組長進行調查，總共發出326份問卷調查，收回有效問卷268份。再以描述統計分析、t考驗、單因子變異數分析、相關分析及多元逐步迴歸分析等，探討其實施現況、相關情形及學校領導、學校行政對學校效能之預測力，最後進行討論與結論建議。研究主要發現如下： 一、 臺北市立國民中學學校領導、學校行政及學校效能發展之現況： (一) 學校領導向度包括領導理念、領導團隊、領導作為及領導績效四向度；其整體與各分向度得分皆為中高，其中以領導理念得分最佳。 (二) 學校行政向度包括知識管理、人力管理、事務管理及績效管理四向度；其整體與各分向度得分皆為中高，其中以事務管理得分最佳。 (三) 學校效能包括行政領導、教師教學、學生表現、環境規劃及社區關係五向度；其整體與各分向度得分皆為中高，其中以社區關係得分最佳。 二、 不同背景變項在學校領導、學校行政及學校效能之差異情形： (一) 不同背景變項在學校領導的得分方面：研究發現在年齡、行政年資擔任職務有顯著差異，但在性別、最高學歷、學校類型、學校規模及參選優質學校評選經驗無顯著差異。 (二) 不同背景變項在學校行政的得分方面：研究發現在行政年資、擔任職務、學校類型有顯著差異，但在性別、年齡、最高學歷、學校規模及參選優質學校評選經驗無顯著差異。 (三) 不同背景變項在學校效能的得分方面：研究發現在年齡、行政年資、擔任職務有顯著差異，但在性別、最高學歷、學校類型、學校規模及參選優質學校評選經驗無顯著差異。 三、 學校領導、學校行政及學校效能發展之相關情形： (一) 整體學校領導與整體學校行政間呈顯著正相關(r =.831,p<.001)，學校領導各分向度中，以領導績效與整體學校行政的相關程度最高。 (二) 整體學校領導與整體學校效能間呈顯著正相關(r =.829,p<.001)，學校領導各分向度中，以領導績效與整體學校效能的相關程度最高。 (三) 整體學校行政與整體學校效能間呈顯著正相關(r =.851,p<.001)，學校領導各分向度中，以績效管理與整體學校效能的相關程度最高。 四、 學校領導、學校行政各向度對學校效能之預測情形： 學校領導之領導績效、領導團隊及領導理念對整體學校效能有顯著的預測力；學校行政之績效管理、事務管理及人力管理對整體學校效能有顯著的預測力。 最後，本研究根據研究的發現，提出相關建議，俾供教育行政機關、國民中學及後續研究參考。 / The main purpose of this study was to investigate school eadership, administration management and school effectiveness in Taipei municipal junior high school. What this study aimed at was to understand the current situation of school leadership,administration management and school effectiveness and the correlation between them. Questionnaire survey is used as the research method in this study. 326 samples were delivered to principals, directors and chiefs of 30 Taipei municipal junior high schools, among them were 268 retrieved valid. The collected data were analyzed by Descriptive Statistical Analysis, t-test, One-way ANOVA, correlation ,Multiple Regression and LISREL model. The analysis of the data revealed the following conclusions: A.In the aspect of school leadership: 1.The school leadership include four parts: (1) leadership philosophy,(2) leadership team,(3) leadership behaviors,(4) leadership performance.The perception of principals, directors and chiefs were above average agreement of the four parts.The best dimension is” leadership philosophy”. 2.Teachers’ age, years of service,and position of service have significant influences on school leadership. But teachers’ sexual, highest educational degree, school types, school size, and experience of Participating in Evaluating the Quality School do not have any significant influences. B. In the aspect of administration management: 1.The administration management include four parts: (1) knowledge management,(2) staff management,(3) affairs management,(4) performance management.The perception of principals, directors and chiefs were above average agreement of the four parts.The best dimension is”affairs management”. 2.Teachers’ years of service, position of service ,and school types have significant influences on administration management. But teachers’ sexual, age, highest educational degree, school size, and experience of Participating in Evaluating the Quality School do not have any significant influences. C. In the aspect of school effectiveness: 1.The school effectiveness include five parts: (1) administration leadership,(2) teaching performance,(3) student learning performance,(4) campus planning,(5) community relations.The perception of principals, directors and chiefs were above average agreement of the five parts.The best dimension is” community relations”. 2.Teachers’ age, years of service, and position of service have significant influences on school effectiveness. But teachers’ sexual, highest educational degree, school types, school size, and experience of Participating in Evaluating the Quality School do not have any significant influences. D. In the aspect of relationships among school eadership, administration management and school effectiveness 1.There was positive correlation and regression existed among school eadership, administration management and school effectiveness. 2.School leadership and administration management did promote school effectiveness. In the last part, the researcher, based on the finding, proposes some suggestions for the education authorities, the junior high schools’ principals, and the future researcher, hoping to benefit the development of junior high school education in the future.

本研究旨在建構並驗證私立高中職學校校長分布式領導、學校組織健康與學校效能之模式，並比較不同教師背景變項及學校背景變項的差異，依據研究所得結論，分別對教育主管行政機關、私立高中職董事會、私立高中職學校及後續研究者提出建議，以做為推展校長分布式領導，促進學校組織健康，及提升學校效能之參考。 本研究使用問卷調查法，以單因子變異數分析、皮爾森積差相關、多元迴歸、結構方程模式等統計方法，探討私立高中職學校校長分布式領導、學校組織健康與學校效能之關係及模式驗證。經由文獻的蒐集與探討，提出本研究的研究架構和路徑關係模式圖。研究對象為北北基私立高中職學校600位教師；研究工具為研究者自編之私立高中職學校校長分布式領導、學校組織健康與學校效能關係之調查問卷。 透過統計分析與討論，本研究獲得以下結論： 一、私立高中職學校教師覺知校長分布式領導、學校組織健康與學校效能之現況屬中高程度。 二、私立高中職學校部分教師在人員背景變項與學校背景變項對校長分布式領導、學校組織健康與學校效能的覺知具有顯著差異。 三、私立高中職學校校長分布式領導、學校組織健康與學校效能三者間具有正向關聯性。 四、私立高中職學校校長分布式領導、學校組織健康對學校效能均具有正向預測力。 五、本研究所建構之私立高中職學校校長分布式領導、學校組織健康與學校效能之結構方程模式具有良好適配度。 / The study aims to construct and examine the model of principals’ distributed leadership, school health, and effectiveness in private senior and vocational high schools, and compare differences in variances of teachers’ background and schools’ background. The outcomes and suggestions provide substantial references for educational authorities and administrations, the board of directors in private senior and vocational high schools, private senior and vocational high schools, and future researchers to promote principals’ distributed leadership, school health, and school effectiveness. This study adopted questionnaire survey and statistical methods such as one-way ANOVA, Pearson Product-Moment Correlations Coefficient, Multiple Regression Analysis, and Structural Equation Modeling (SEM) to explore the association and model of principals’ distributed leadership, school health, and school effectiveness in private senior and vocational high schools. The framework of research and the path analysis module diagram were constructed on the basis of literature reviews. The subjects of the study included 600 teachers teaching in private senior and vocational high schools in Taipei, New Taipei, and Keelung. The research tool of survey questionnaire was created by the researcher, containing constructs of distributed leadership, school health, and school effectiveness. Based on data analysis and discussions, the conclusions are as follows: 1. Participating teachers perceived that the principals’ distributed leadership, school health, and school effectiveness presented a middle to high level. 2. For some participating teachers, there are significant differences between the two variables of teachers’ background and schools’ background on the perceived principals’ distributed leadership, school health, and school effectiveness. 3. There is a positive correlation between the variables of principals’ distributed leadership, school health, and school effectiveness. 4. Both principals’ distributed leadership and school health show a positive prediction power to school effectiveness. 5. The SEM constructed for the principals’ distributed leadership, school health, and school effectiveness showed a goodness of fit.

本論文研究以新北市公立高中生為研究樣本，探討政治社會化機構中「家庭背景」、「學校機制」與學生的「政黨認同」、「民主價值觀」、「政治信任感」等政治態度之關聯性。 　　本論文以集群抽樣，選取國立板橋高中、新北市立金山高中、新北市立樹林高中、新北市立清水高中等學校高一至高三學生為樣本，抽樣學生合計940人。調查方式採用問卷調查法，分別區分為「教師影響力」、「師生互動」、「學校效能感」、「民主價值觀」、「政治信任感」、「政黨認同」、「個人基本資料」等封閉式問題。經由抽樣學生填答完成後，分別使用描述性統計分析、卡方檢定、ｔ檢定、變異數分析、Pearson積差相關係數、多元廻歸分析、信度分析等統計方法處理。 　　本研究有下列幾點重要的發現： 一、社會組學生的民主價值觀高於自然組學生。 二、省籍為「本省閩南人」的民主價值觀高於其它省籍。 三、師生互動與教師影響力與學生的民主價值觀呈現正相關。 四、師生互動、教師影響力與學校效能感，都與政治信任感呈現正相關。 五、民主價值觀與政治信任感為呈現顯著負相關。 關鍵字：高中生、學習歷程、政治社會化、政治態度、政黨認同、民主價值觀、政治信任感、師生互動、教師影響力、學校效能感。

隨著各縣市陸續成立地方教育發展基金附屬單位預算，使得國中小開始具有發展「學校本位財務管理」之契機。復因近來教育界也開始關切「學校創新經營」如何在國中小特色學校實施的議題。只是「學校本位財務管理」及「學校創新經營」都是一種經營管理的手段，因此本研究希望進一步探討其是否能達到提升「學校效能」之目的。 　　本研究採用文獻分析法、訪談法及問卷調查法進行研究。訪談法方面，發展出「地方教育發展基金附屬單位預算與國中小學校本位財務管理關係訪談大綱」作為研究工具，並採立意抽樣方式從臺北市、高雄市、新北市、桃園縣、基隆市等5個縣市抽取11位受訪者進行電話訪談。至問卷調查方面，則以「學校本位財務管理、學校創新經營與學校效能調查問卷」為研究工具，並以已成立地方教育發展基金附屬單位預算且獲教育部補助國中小特色學校經費之49個學校教職員作為研究對象，採簡單隨機抽樣方式進行問卷調查並剔除無效問卷，獲得有效樣本數802份。本研究除採用結構方程模式分析方法及LISREL8.72軟體分別驗證學校本位財務管理、學校創新經營及學校效能之內涵外，也進一步據以探討學校本位財務管理、學校創新經營及學校效能之間的關係。並且也透過平均數及SPSS13.0軟體來瞭解學校本位財務管理、學校創新經營及學校效能之現況。此外，更透過具潛在變項的路徑分析及Mplus 5.0軟體，來探討填答者的不同背景變項(包括性別、現任職務、教育程度、服務年資、服務地區、學校規模)是否分別對於學校本位財務管理、學校創新經營及學校效能具有預測效果。 本研究可獲得幾個主要研究結論如下： 一、「地方教育發展基金附屬單位預算」與國中小「學校本位財務管理」關係之訪談結果 　(一)簡言之，縣市政府成立地方教育發展基金附屬單位預算以後，其所轄國中小多能具備附屬單位預算之特性及優點，並有助於落實「學校本位財務管理」的理念。 　(二)地方教育發展基金附屬單位預算在相關制度規劃或授權方面的待改善之處 　　1.各縣市政府基於財政考量，仍對其地方教育發展基金附屬單位預算自訂額外的限制，有待逐步協調放寬之可行性。 　　2.非直轄市之地方政府認為宜成立專業、專責的會計單位，以處理地方教育發展基金附屬單位預算相關事務。 　　3.地方教育發展基金附屬單位預算之預算執行規定及作業方式經常變動，且業務相關人員異動頻繁，造成許多預算執行困擾。 　　4.「地方教育發展基金會計資訊系統」之開發過程並未充分訪談會計人員需求，且系統不夠穩定而功能不足，故仍有待改善。 　(三)多數(6位)受訪者較喜歡「地方教育發展基金附屬單位預算」的運作型態，另有3位認為還好(或各有利弊)，2位則相對傾向於較不喜歡。 二、學校本位財務管理、學校創新經營及學校效能之實施現況方面 　(一)成立地方教育發展基金附屬單位預算以後，國中小「學校本位財務管理」之實施現況尚屬略高程度(M=3.88)。 　(二)成立地方教育發展基金附屬單位預算之國中小特色學校，其「學校創新經營」實施程度很高(M=4.06)，且具有很高的學校效能(M=4.09)。 三、學校本位財務管理、學校創新經營及學校效能之關係方面 　(一)「學校本位財務管理」對於「學校創新經營」具有高度正向的直接效果(γ1=.78)，此顯示學校本位財務管理之實施程度越高，越有助於提高學校創新經營之實施情形。 　(二)「學校創新經營」對「學校效能」具有高度正向的直接效果(β1=.92)，此顯示學校創新經營之實施程度越高，越有助於提高學校效能。 　(三)雖然「學校本位財務管理」並不能對「學校效能」產生顯著的直接效果，但「學校本位財務管理」卻可透過「學校創新經營」來對「學校效能」產生間接效果(其效果量為.72)。亦即「學校本位財務管理」實施程度越高，越能透過促進「學校創新經營」實施程度之提高，進而間接提升「學校效能」。 四、背景變項對學校本位財務管理、學校創新經營及學校效能之效果方面 　(一)對於學校本位財務管理具有顯著效果之背景變項，計有性別(男>女)、現任職務(行政人員>教師)、服務地區(直轄市>一般縣市)、學校規模(12班以下>25班至48班)等4個變項。 　(二)對於學校創新經營具有顯著效果之背景變項，計有性別(男>女)、現任職務(行政人員>教師)、學校規模(12班以下>49班以上；12班以下>25班至48班)等3個變項。 　(三)對於學校效能具有顯著效果之背景變項，計有性別(男>女)、現任職務(行政人員>教師)、學校規模(12班以下>49班以上；12班以下>25班至48班)等3個變項。 　　最後，本研究並依據上述研究成果，提出各項具體建議。 / With the establishment of the affiliated units’ budget of local education development fund by many municipalities and counties, there are more and more opportunities to develop the “school-based financial management” (SBFM). And there were more and more researches stress the way to implement the school innovative management in specialist schools in the academic circles. However, the “school-based financial management” and “school innovative management” are both parts of the management methods. Therefore, the present study wanted to explore whether these two management methods can achieve the purpose of enhancing “school effectiveness.” 　　The present study adopted three approaches, including “literature review,” “interview,” and “questionnaire survey.” In terms of the interview, the present study designed “the outline of the interview on the relationship between affiliated units’ budget of the local education development fund and school-based financial management in junior high schools and elementary schools” as an instrument. The present study chose 11 participants from the county government and schools in the Taipei city, Kaohsiung city, New Taipei city, Taoyuan County, and Keelung city by purpose sampling. Eventually, the present study had interviewed those participants by telephone. In the aspect of questionnaire survey, the study designed the “questionnaire of the school-based financial management, school innovative management and school effectiveness” as the instruments. Teachers and staff from 49 specialist schools were the participants, and they were from schools that implemented the affiliated units’ budget of local education development fund. The present study distributed questionnaires by simple random sampling, and got 802 valid samples after gathering and deleting some invalid questionnaires. The study not only took structural equation modeling and the software of LISREL8.72 to confirm the contents of the school-based financial management, school innovative management, and school effectiveness respectively, but also confirmed the relationships of the school-based financial management, school innovative management, and school effectiveness. Moreover, the present study adopted means and the software of SPSS13.0 to understand the current situations of the school-based financial management, school innovative management, and school effectiveness. Furthermore, the present study adopted the path analysis with latent variables and the software of Mplus5.0 so as to understand whether the context variables of the subjects would have predictive effects on the school-based financial management, school innovative management, or school effectiveness. Those context variables included the sex, position, education level, seniority, district, and school size of the participants. 　　There were some major conclusions made as follows: 1.The results of the interview on the relationship between “affiliated units’ budget of the local education development fund” and “school-based financial management in junior high schools and elementary schools” 　(1) In brief, junior high schools and elementary schools had most of the properties and advantages of the affiliated units’ budget after the municipality and county governments establishing the affiliated units’ budget of the local education development fund, and it’s helpful for the schools to implement the “school-based financial management.” 　(2) The deficiencies of the affiliated units’ budget of local education development fund: A. There are still some additional restrictions of the affiliated units’ budget of local education development fund made by the municipal and county governments, which should be loosened. B. Other county governments except for municipal governments suggest that they need to set up a professional special agency to conduct those affairs of the affiliated units’ budget of local education development fund. C. The regulations and operations of the affiliated units’ budget of local education development fund always change, and the staff redeploy too often, so that there are some problems in the process of practices. D. The interviews of the accountants’ needs are insufficient during the development process of “the accounting system of local education development fund”. Furthermore, the system is unstable and its functions are insufficient, so there is still room for improvement. 　(3) As for the preference degree of the affiliated units’ budget of local education development fund, most of the participants (6 participants) felt “like”, 3 participants felt “fair”, and 2 participants felt relatively “unlike.” 2.The current situation of the school-based financial management, school innovative management, and school effectiveness (1) The current situation of the school-based financial management belonged to the extent of slightly high (M=3.88) after establishing the affiliated units’ budget of the local education development fund. (2) The specialist schools’ practice extent of the “school innovative management” was very high (M=4.06), and their “school effectiveness” was also very high (M=4.09) after establishing the affiliated units’ budget of the local education development fund. 3.The relationships between school-based financial management, school innovative management, and school effectiveness (1) “School-based financial management” has far-reaching and positive direct effects(γ1=.78) on “school innovative management”. That is, the higher the implement degree of “School-based financial management” is, the higher practice degree of “school innovative management” will be. (2) “School innovative management” has far-reaching and positive direct effects(β1=.92) on “school effectiveness”. That is, the higher the practice degree of “school innovative management” is, the better the “school effectiveness” will be. (3) Although the “School-based financial management” has no significant effect on “school effectiveness”, “School-based financial management” has an indirect effect on “school effectiveness” through the “school innovative management” (the indirect effect size is .72). In other words, when the practice degree of “School-based financial management” is higher, the “school effectiveness” will be enhanced indirectly through the “school innovative management” 4.The effects of the context variables on the school-based financial management, school innovative management, and school effectiveness (1) 4 context variables have significant effects on the school-based financial management. These variables involve sex, position, district, and school size. (2) 3 context variables have significant effects on the school innovative management. These variables include sex, position, and school size. (3) 3 context variables have significant effects on the school effectiveness. These variables are sex, position, and school size. Finally, according to the results of the present study, there were some suggestions be proposed.