本研究旨在探討桃園縣國中校長家長式領導與教師組織忠誠之關聯。主要研究目的如下： 一、 瞭解桃園縣國中校長家長式領導與教師組織忠誠之現況。 二、 瞭解桃園縣國中校長家長式領導與教師組織忠誠之相關情形。 三、 綜合研究結果，據以提出建議，以供學校校長、學校教師及相關研究之參考。 為達成上述目的，本研究採用「調查研究法」來進行研究，以桃園縣公立國中教師為研究母群，共抽取600位教師為樣本，有效樣本446位，有效回收率74.33％。本研究使用工具除了受試者基本資料外，包含兩份量表，分別是「國中校長家長式領導量表」與「國中教師組織忠誠量表」。在資料統計分析方面，採用描述性統計、t考驗、變異數分析、積差相關等方法。根據研究發現，歸納本研究結論如下： 一、桃園縣國中校長展現中低度家長式領導行為，以「威權領導」表現最明顯。 二、桃園縣國中教師展現低度組織忠誠行為，以「積極進取」之得分較低。 三、桃園縣國中規模「37-72班」、歷史「10年以下」學校之校長展現較高家長 式領導行為。 四、桃園縣國中「51歲以上」、「一般大學畢業」、「兼任導師」之教師 知覺校長展現較高家長式領導行為。 五、桃園縣國中規模「12班以下」、歷史「10年以下」學校之教師知覺較高組 織忠誠行為。 六、桃園縣國中「30歲以下」、「師大師院畢業」、「兼任導師」、「服務6-15年」 之教師知覺較高組織忠誠行為。 七、桃園縣國中校長展現「德行領導」、「仁慈領導」時，教師組織忠誠行為隨 之提升；展現「威權領導」時，教師組織忠誠行為隨之降低。 八、桃園縣國中校長展現「德行領導」行為時，最讓教師認同，而教師組織忠 誠行為隨之提升，效果最佳。 基於本研究的目的、文獻探討以及資料分析的結果，提出相關建議供國中校長、國中教師及進一步研究之參考。 關鍵字：校長家長式領導、教師組織忠誠 / A Study on the Connection Between Principal's Paternalistic Leadership and Teachers' Organizational Loyalty in Taoyuan County Junior High School Abstract The purpose of this research is to investigate the relationship between principals' paternalistic leadership and teachers' organizational loyalty in Taoyuan County junior high schools.The main purposes are as the following: 1. To investigate the present situation of principals' paternalistic leadership and teachers' organizational loyalty in Taoyuan County junior high schools. 2. To explore the relations on principals' paternalistic leadership and teachers' organizational loyalty in Taoyuan County junior high schools. 3. According to the results, suggestions are provided for principals, teachers in junior high schools, and researchers in the future. To attain the goals above, questionary survey method is adapted. The researcher takes the teachers in Taoyuan County junior high schools as the population. 446 samples are effective among 600 teachers and the rate of retrieve is 74.33％. In addition to some personal basic information, two scales are used in the study as well, including principals' paternalistic leadership scale and teachers' organizational loyalty scale. Analytic data are rendered in some ways, including descriptive statistics, t-test, one-way ANOVA, Pearson product-moment correlation. The results are summarized as follows: 1. The principals in Taoyuan County junior high schools perform low-level behaviors of paternalistic leadership especially “authoritarianism leadership” unroll emphatically. 2. The teachers in Taoyuan County junior high schools perform low-level behaviors of organizational loyalty especially “affirmative obligation” scored the low marks. 3. The Taoyuan County junior high schools' principals who are in middle-size school “37-72 classes”, or schools' history is “below 10 years” perform higher behaviors of principals' paternalistic leadership. 4. The Taoyuan County junior high schools' teachers who are “51 years old and upward”, “to graduated from generally university”, “part-time homeroom teacher” perform higher behaviors of principals' paternalistic leadership. 5. The Taoyuan County junior high schools' teachers who are in small-scale school “below 12 classes”, or schools' history is “below 10 years” perform higher behaviors of teachers' organizational loyalty. 6. The Taoyuan County junior high schools' teachers who are “female”, “below 30 years old”, “to graduated from teachers' university”, “part-time homeroom teacher”, “6-15 years teach seniority” perform higher behaviors of principals' paternalistic leadership. 7. The principals in Taoyuan County junior high schools' principals perform “moral leadership”, “benevolence leadership”, whereupon to raise teachers' organizational loyalty; perform “authoritarianism leadership”, whereupon to decrease teachers' organizational loyalty. 8. The principals in Taoyuan County junior high schools perform “moral leadership”,get the teachers' most self-identity, whereupon to raise teachers' organizational loyalty, and effect emphatically. Based on the purposes of the researcher, literature review, and data analysis results, some suggestions are offered for principles, teachers in elementary schools, and future research papers. Key words: Principals' Paternalistic Leadership、Teachers' Organizational Loyalty

本研究的主旨是在探討臺北縣市校長家長式領導與教師士氣之關係，希望藉由理論探討與實徵研究的結果，提出建議做為校長領導學校行政，提高教師士氣的參考。 本研究採文獻探討法與問卷調查法並用，以臺北縣市公立國民中學121所，公立完全中學27，國立完全中學3所，私立中學32所，共計183所公立國民中學（含完全中學）為研究範圍。問卷發放550份，實際回收360份，有效問卷280份，佔全部問卷的51.6%。問卷回收後以描述性統計分析、t考驗檢定、單因子變異數分析與Scheffe' 法、逐步多元迴歸分析等spss統計方法進行資料分析。 本研究主要發現歸納如下： 一、校長家長式領導行為以德行領導最高，仁慈、威權領導次之；教師士氣以「行政管理」、「師生互動」、「專業自主」、「教學設備」、「工作投入」、「人際關係」、「工作滿足」、構面為高程度，其次「合理負擔」、「組織認同」、「團隊精神」構面為中程度。 二、任職學校在私立中學的教師對於校長仁慈領導、德行領導及威權領導均優於任職公立學校的教師。教師士氣在「行政管理」、「師生互動」、「教學設備」、「合理負擔」、「工作投入」、「團隊精神」、「工作滿足」、「組織認同」顯著優於任職公立學校的教師。 三、教師士氣構面，行政管理與師生教學互動影響教師士氣最大。教師的人格特質及教育熱忱最能表現在教師個人士氣，行政管理及師生互動最能影響教師士氣，過多教學限制或教學衝突都不利教師士氣。 四、校長的「仁慈領導」最能正向影響教師士氣；校長的「威權領導」最能負向影響教師士氣；標準化線性方程式教師士氣＝0.433「仁慈領導」－0.267「威權領導」＋0.123「德行領導」 最後依據研究發現及結論提出建議，供教育行政機關、校長領導學校提高士氣及未來相關研究之參考。 關鍵字：家長式領導（Paternalistic Leadership）、教師士氣(Teacher Morale) / The goal of this study is about the relationship between the principals’ paternalistic leadership and teachers’ morale in Taipei city and county, and make conclusions and suggestions practically, hoping to offer some references to principals’ leading educational administration to improve teachers’ morale. In this study, literature review and questionnaire survey method are utilized and the samples are 121 public junior high schools, 27 public secondary schools, 3 National Secondary Schools , 32 private secondary schools, for a total of 183 public junior high schools (including the complete secondary schools) in Taipei City and Taipei County. 550 questionnaires were issued, the actual recovery of 360 copies, 280 copies of valid questionnaires, representing 51.6 percent of all questionnaires. After the questionnaires were recovered, the author adopted spss statistical methods such as descriptive statistical analysis, t test , one-way ANOVA ,Scheffe' method, and multiple regression analysis etc. for data analysis. The major findings of this study are summarized as follows: First, the principal acts of paternalistic leadership to the leadership of the highest virtue, charity, followed by authoritarian leadership; the morale of teachers to "administrative," "teacher-student interaction," "professional autonomy", "teaching", "job involvement", "interpersonal relations "," job satisfaction ", dimensions for a high level, followed by a" reasonable burden "," organizational identification "," team spirit "for the level of dimensions. Second, the incumbent in the private secondary school teachers for the principals benevolent leadership, moral leadership and authoritarian leadership are better than public school teachers serving. Morale of teachers in the "administration", "teacher-student interaction," "Teaching equipment", "reasonable burden", "job involvement", "teamwork", "Job Satisfaction", "organization that" significantly better than public schools serving teachers. Third, the morale of teachers, administrators and teachers and students affect the morale of teachers teaching the most interactive. Personality traits of teachers and education the most dedicated individuals in the morale of teachers, administrators and teacher-student interaction can affect the morale of teachers, too many restrictions on teaching or teaching conflicts detrimental to the morale of teachers. Fourth, the principal of "benevolent leadership" the most positive impact on the morale of teachers; principals "authoritarian leadership" the most negative impact on the morale of teachers; the standardization of teacher morale linear equation = 0.433 "benevolent leadership" -0.267 "authoritarian leadership" +0.123 "moral leadership" Finally, based on findings and conclusions of this ,we make recommendations for executive, leadership of school principals to improve the morale and future research reference.

本研究在於探討國中校長家長式領導與教師組織承諾之關係，根據文獻分析，及採用問卷調查法；以瞭解國中教師對校長家長式領導與教師組織承諾之現況、差異情形及其相關，並探討工作滿意是否為校長家長式領導與教師組織承諾的中介變項。 本研究以台北縣國中教師為對象，以分層隨機方式抽取樣本，計590位受試者，回收有效問卷468份，佔全部問卷問卷的79.3%，將所得有效樣本資料編碼，分別以描述性統計、t考驗、單因子變異數分析及典型相關等統計方法進行資料的分析與處理，獲得以下結論： 一、國中校長展現中度家長式領導行為，以「德行領導」為最高。 二、國中教師對於組織承諾表現中度以上的程度，尤其是「情感性承諾」最佳。 三、國中教師對於工作滿意表現中度以上的程度，其中「內在滿意」最高。 四、男性、教師兼任主任知覺校長家長式領導較高。 五、41歲以上且在本校服務11~20年的導師其組織承諾較高。 六、校長表現高德行、高仁慈則教師們會產生較高的「情感性承諾」、「規範性承諾」。 七、校長展現低威權會使老師們有較高「情感性承諾」、但是「持續性承諾」、「規範性承諾」也會降低。 八、工作滿意對於家長式領導與教師組織承諾有中介效果。 / The purpose of this study is to investigate the relationship between principal’s paternalistic leadership and teacher’s organization commitment in Junior High Schools. according to the analysis of references and adaptation of questionary survey method to understand the current situation of principal’s paternalistic leadership and teacher’s organization commitment, as well as the correlation and the difference between them,and to discuss the mediating effects of job satisfaction toward principals’ paternalistic leadership and teachers’ organizational commitment. This study took the teachers junior high school in Taipei County as population,and got samples by stratified random sampling. 468 samples are effective among 590 teachers and the rate of retrieve is 79.3 %. After analyzing the data by statistical methods of mean, standard deviation, t test, one-way ANOVA and canonical correlation, the results of this study were as follow： 一、Principals of junior high schools performed above moderate level of paternalistic leadership behavior，especially the performance of moral leadership. 二、Junior high school teachers’ performance in organization commitment was above the average, especially in affective commitment. 三、Junior high school teachers showed above moderate level of Job satisfaction, among which the intrinsic satisfaction was perceived most. 四、Teachers who are males and part-time rectors show higher perception of principal’s paternalistic leadership. 五、Homeroom teachers who are over 41 years and with 11-20 years of service has more organization commitment. 六、While principals perform high morale, benevolent leadership, teachers may have high affective commitment and normative commitment. 七、Principals perform low authoritarian leadership promotes teachers’ affective commitment. However, teachers’ continuance commitment and normative commitment will demote. 八、Job satisfaction does have mediating impact on principal’s paternalistic leadership and teachers’ organization commitment.

本研究旨在探討教育行政機關之主管家長式領導、行政人員情緒勞動及職業倦怠之關係，以瞭解目前我國教育行政機關主管領導型態，並進一步分析行政人員知覺家長式領導與其情緒勞動及職業倦怠之關係。研究方法以文獻分析及問卷調查法為主，係以臺北縣市教育局之行政人員為對象，隨機抽樣400位行政人員，回收有效樣本260人，回收率達65%。問卷調查結果採用描述性統計、單因子變異數分析以及多元迴歸分析法進行分析，獲得研究結論如下： 一、教育行政機關行政人員在知覺主管家長式領導中，「德行領導」之程度最高。 二、教育行政機關行政人員在情緒勞動中，以「深層偽裝」較高。 三、教育行政機關行政人員在職業倦怠中，以「情緒耗竭」最高。 四、不同背景變項之教育行政機關行政人員在知覺主管家長式領導、情緒勞動及職業倦怠等變項上或分向度上有顯著差異。 五、教育行政機關行政人員知覺主管不同之家長式領導類型程度分別與其情緒勞 動有顯著差異。 六、教育行政機關行政人員知覺主管不同之家長式領導類型程度分別與其職業倦 怠有顯著差異。 七、教育行政機關行政人員情緒勞動與其職業倦怠有顯著差異。 八、教育行政機關行政人員知覺主管家長式領導中之「威權領導」及其情緒勞動皆可有效預測其職業倦怠。 根據上述研究結論，本研究提出下列建議： 一、對教育行政機關主管之建議 （一）發揮仁慈領導，主動關懷提供支援之環境， （二）重視德行領導，以身作則俾利型塑使命感。 （三）慎用威權領導，展現理性的人治手段。 （四）建立職場情緒腳本，並納入公務人員訓練課程之中。 （五）加強甄選機制，篩選具合適人格特質之行政人員。 二、對教育行政機關行政人員之建議 （一）主動積極請主管指引政策擬辦方向，以減少情緒勞動。 （二）向資深同仁請益，以有效轉化情緒勞動。 （三）找尋適當的情緒表達管道，以降低表層偽裝的情緒勞動。 （四）瞭解公部門服務之本質，以提升專業效能。 三、對未來研究之建議 分別就研究對象、研究變項及研究方法等方面提出進一步之建議，俾使未來相關研究更臻完善。 / The purpose of this study is to investigate the relationships among paternalistic leadership of supervisors, emotional labor and job burnout of administrators, to realize the status in Taiwan. The research method this study adopted were literature analysis and survey research which data were collected from random sample of 400 administrators of Department of Education Administration Authority in Taipei City and County. The valid samples were 260, and usable responses rates were 65%. The collected data were analyzed by using the statistical methods of descriptive statistics, one-way ANOVA, and multiple regression analysis. And the findings of this study are as follows: 1. Among the perception from the administrators of supervisors’ paternalistic leadership, “moral leadership” is the highest. 2. As to the emotional labor of administrators, “deep acting” is higher. 3. As to the job burnout of administrators, “emotional exhaustion” is the highest. 4. The administrators with different background variables have significant differences in perceptions of supervisors’ paternalistic leadership, their emotional labor and job burnout. 5. The administrators with different level of perceptions of supervisors’ have significant differences in emotional labor. 6. The administrators with different level of perceptions of supervisors’ have significant differences in job burnout. 7. The administrators with different level of emotional labor have significant differences in job burnout. 8. The levels of administrators’ perceptions of supervisors’ “authority leadership” and administrators’ emotional labor can effectively predict the job burnout of administrators. Based on the above findings, this study makes the following recommendations: 1. For supervisors of education administration authority (1) Play a benevolent leadership to provide the supported environment. (2) Emphasis on moral leadership to make a sample for shaping the missions. (3) Use authoritarian leadership carefully to show a rational person. (4) Establish the workplace emotional scripts, and add them in the public service training curriculum. (5) Strengthen the selection mechanisms to select the administrators with appropriate personality traits. 2. For administrators of education administration authority (1) Proactively get the guidelines of proposed direction from the supervisors in order to reduce the emotional labor. (2) Ask senior colleagues to effectively transform the emotional labor. (3) Find the appropriate ways to express emotions in order to reduce the “surface acting” emotional labor. (4) Realize the nature of public sector services in order to promote the professional performance. 3. For future studies: This study provide suggestions on research subjects, variables and methods for future studies as well.

本研究旨在探討國民中學校長家長式領導層面、學校組織健康與教師組織公民行為關係。研究方法為文獻分析與問卷調查法。研究對象為我國國民中學教師，共發出923份問卷，回收率76%，有效樣本共702份。問卷回收後分別以信度分析、描述統計、皮爾森積差相關、集群分析、變異數分析、多元迴歸及結構方程模式等統計方法進行分析。根據研究結果與分析歸納之研究結論如下： 壹、 國民中學教師感受較少校長威權領導行為、中等程度仁慈領導行為、較多德行領導行為。 貳、 國民中學學校組織健康程度尚佳。 參、 國民中學教師組織公民行為程度良好。 肆、 不同背景變項國民中學教師對校長家長式領導層面、學校組織健康及教師組織公民行為看法具顯著差異。 伍、 威權領導與仁慈領導、德行領導、學校組織健康、教師組織公民行為間具有顯著負相關；仁慈領導、德行領導、學校組織健康、教師組織公民行為間則具有顯著正相關。 陸、 國民中學校長家長式領導取向可區分為二種，且各取向在學校組織健康上具顯著差異。 柒、 國民中學校長家長式領導層面可顯著預測學校組織健康程度。 捌、 國民中學校長家長式領導層面及學校組織健康可顯著預測教師組織公民行為程度。 玖、 家長式領導層面、學校組織健康與教師組織公民行為因果關係模式適配度尚佳，其中仁慈領導對學校組織健康之整體效果最高，學校組織健康則對教師組織公民行為之整體效果最高。 最後，本研究依研究結論分別提出以下建議： 壹、 對國民中學校長領導的建議 一、強化仁慈領導程度。 二、強化德行領導程度。 三、轉變威權領導。 貳、 對教育工作者的建議 一、提升學校自主性。 二、校長應致力營造高倡導高關懷的組織氣候。 三、提升校長影響力並作好行政支援教學工作。 四、適時激勵教師工作士氣，營造對學校的認同感。 參、 對後續研究的建議 分別對研究對象、變項及方法等方面，對未來研究提出建議。 / This study is focused on investigating the relationship among paternalistic leadership, organizational health, and organizational citizenship behavior in public junior high schools. The research process includes literature review and questionnaire survey. The population of this study is the junior high school teachers across Taiwan. 923 questionnaires were distributed, and 76% of them about 702 questionnaires were returned. The data is analyzed through reliability analysis, descriptive statistic, Pearson product-moment correlation, cluster analysis, one-way ANOVA, multipack regression and SEM. The findings of the study are as follows: 1. Junior high school teachers show low level of perception in authoritarianism leadership, median level of perception in benevolence leadership , high level of perception in moral leadership, high level of perception in organizational health, and very high level of perception in organizational citizenship behavior. 2. Junior high school teachers with different background show different opinions in paternalistic leadership, organizational health, and organizational citizenship behavior. 3. Authoritarianism leadership has a negative correlation with benevolence leadership, moral leadership, organizational health, and organizational citizenship behavior; there is a positive correlation among benevolence leadership, moral leadership, organizational health, and organizational citizenship behavior. 4. There are two approaches of paternalistic leadership, and they have different impact on organizational health. 5. The paternalistic leadership can predict organizational health significantly; the paternalistic leadership together with organizational health can predict organizational citizenship behavior significantly. 6. The structure relation among paternalistic leadership, organizational health, and organizational citizenship behavior is good. The suggestions of the study are as follows: 1. The suggestions for junior high school principals. (1)Improving the benevolence leadership ability. (2) Improving the moral leadership ability. (3)Transforming the authoritarianism leadership. 2. The suggestions for junior high school educators. (1)Raising the school integrity. (2)Principals should try their best to create a organizational climate with high level of consideration and initiating structure. (3) Principals should boost their influence on their supervisors, and provide teachers with sufficient resources. (4)Inspiring teacher’s moral in time, and boosting their identification with schools. 3. The suggestions for further studies. This study advises some implications on research subjects, variables, and methods.

在高工時的社會下，工作對於生活的比重愈來愈高，工作意義感對個人的重要性也與日俱增，因此，如何提升員工的工作意義感便成為了企業組織需面對的課題。過往探討工作意義感的研究顯示，除了工作特徵外，人際互動亦會對工作意義感有所影響，其中又以領導行為對於部屬工作意義感的型塑具有關鍵的重要地位。然而，對於領導行為的影響歷程，目前卻較少有量化的實徵研究出現，尤其是作為普遍於華人文化中的領導風格，家長式領導如何影響部屬的工作意義感，對華人企業主管在管理上更是格外重要。有鑑於此，本研究立基於社會訊息處理理論，探究家長式領導對於部屬工作意義感的影響，並探討工作目的與正向自我的中介效果。透過兩階段問卷施測，共收集190份有效問卷。研究結果發現仁慈領導能顯著預測工作意義感，而正向自我與工作目的在其中的中介作用則獲得部分支持。最後針對研究結果進行討論，說明理論貢獻、管理意涵、研究限制及未來研究方向。 / In modern society, employees are working longer hours than ever before. Therefore, finding meaning of work is important to employee today, and how to contribute to the perceived meaningfulness of work become a critical issue for every enterprise to face. This research model based on social information processing theory offers a theoretical approach for examining the causal effects of paternalistic leadership, a prevalent leadership style in Chinese business organizations, and the mediating role of work purpose and positive self-perceptions on subordinate meaningfulness of work. Using data form Taiwanese firms including 190 employees, results from structured equation modeling techniques supported partly our hypothesized model. Overall, this study supports and adds to the range of positive self-perceptions effects associated with paternalistic leadership and are suggestive of interventions that organizations can make to improve work meaningfulness of workers. Implications for the theory and practice of leadership are discussed.