摘 要 本研究旨在瞭解當前臺北市國民中學校長學習領導、教師專業發展及學校效能之現況；分析不同背景變項下，臺北市國民中學校長學習領導、教師專業發展及學校效能之差異與相關情形；探究臺北市國民中學校長學習領導、教師專業發展對於學校效能之預測情形。 本研究採用問卷調查法，並以臺北市公私立國民中學（含完全中學）之教師為研究對象，抽取46所學校，共計回收有效樣本為477份。問卷回收後分別以描述統計、獨立樣本t考驗、單因子變異數分析、積差相關、逐步多元迴歸等統計方法進行分析。根據研究結果將結論分析歸納如下： 一、國民中學教師對於校長學習領導之現況具中高度知覺。 二、國民中學教師對於教師專業發展之現況具高度知覺。 三、國民中學教師對於學校效能之現況具中高度知覺。 四、不同性別、年齡、服務年資、最高學歷與學校規模的國中教師在知覺校長學習領導上有顯著差異。 五、不同年齡與服務年資的國中教師在知覺教師專業發展上有顯著差異。 六、不同性別、現任職務、學校規模與學校性質的國中教師在知覺學校效能上有顯著差異。 七、國中校長學習領導、教師專業發展及學校效能均呈現顯著正相關。 八、校長學習領導、教師專業發展對學校效能具有預測作用；其中以「關注學生學習」向度的預測力最佳。 根據以上結論，提出具體建議，作為教育行政機關、校長、國中教育人員與未來研究之參考。 關鍵字：校長學習領導、教師專業發展、學校效能 / Abstract This study aims to investigate the current circumstances of principals’ learning leadership of junior high schools in Taipei, teacher professional development, and school effectiveness. By analyzing several background variables, the study does research on the differences and relationship among principals’ learning leadership , teacher professional development, and school effectiveness. Besides, it intends to understand the influence of principals’ learning leadership and teacher professional development on the prediction about school effectiveness. The research adopts questionnaire survey. The subjects of the survey are teachers in 46 junior high schools in Taipei, and the study contains 477 effective samples. The data was analyzed through descriptive statistics, independent sample t-test, one-way ANOVA, Pearson product-moment correlation, and multiple regression analysis. The findings based on the results of the research are as follows: 1. The perception of the junior high school teachers toward implementation of principals’ learning leadership is moderately high. 2. The perception of the junior high school teachers toward teacher professional development is high. 3. The perception of the junior high school teachers toward school effectiveness is moderately high. 4. There are significant differences in the perception of principals’ learning leadership in terms of different genders, ages, years of service, academic background ,and the scale of school. 5. There are significant differences in the perception of teacher professional development in terms of different ages, and years of service. 6. There are significant differences in the perception of school effectiveness in terms of different genders, duty, the scale of school, and public/private schools. 7. There is a significant positive correlation among the principals’ learning leadership, teacher professional development, and school effectiveness. 8. The junior high school principals’ learning leadership and teacher professional development have positive direct effect on school effectiveness, and “paying attention to students’ learning” manifests the best prediction. According to the research findings, a few specific suggestions are proposed for the reference of education administrative units, principals, teachers of junior high schools, and research staff engaging in future research. Keywords: principals’ learning leadership, teacher s’ professional development,school effectiveness

本研究旨在瞭解新北市國民中學校長正向領導、教師情緒勞務與教師組織承諾之現況，分析不同背景變項之教師對於校長正向領導、教師情緒勞務與教師組織承諾之知覺差異情形，並研究三者之間的關係，最後分析新北市國民中學校長正向領導與教師情緒勞務對教師組織承諾之預測力。 本研究採問卷調查法，共計抽樣37所國民中學，發出555份問卷，收回414份，回收率達75%，其中有效問卷共有371份，可用率達90%。問卷調查結果以描述性統計、獨立樣本t檢定、單因子變異數分析、皮爾森積差相關及多元逐步迴歸分析等統計方法進行統計分析。 根據資料分析與討論的結果，本研究之研究結果如下： 一、新北市國民中學教師知覺校長正向領導、教師情緒勞務與教師組織承諾皆屬於中高程度。 二、新北市國民中學教師因其背景變項不同，對校長正向領導的知覺程度不同，以男性、41歲以上、服務年資21年以上、兼任主任以及學校規模61班以上之教師有較高的知覺程度。 三、新北市國民中學教師因其背景變項不同，對教師情緒勞務的知覺程度不同，以41歲至50歲、服務年資21年以上以及兼任主任教師有較高的知覺程度。 四、新北市國民中學教師因其背景變項不同，對教師組織承諾的知覺程度不同，以男性、41歲以上、碩、博士學歷、服務年資21年以上以及兼任主任之教師有較高的知覺程度。 五、新北市國民中學校長正向領導、教師情緒勞務與教師組織承諾整體及各分層面間具有正相關。 六、新北市國民中學校長正向領導與教師情緒勞務對教師組織承諾具有預測力，以賦予正向意義的預測力最佳。 本研究依據校長正向領導、教師情緒勞務與教師組織承諾之相關結論，提供教育行政機關、學校教育人員建議，以做為未來教育行政以及後續研究之參考。

本研究主要目的在於探討桃園縣公立國中校長學校行政領導的基本理念、分析目前桃園縣公立國中校長學校行政領導的現況、以及不同背景變項（性別、最高學歷、現職、現職服務年資、服務年資、學校類別、學校規模）的教師，對於校長學校行政領導的看法，並根據研究結果提出建議，以提供校長、教師、教育行政機關及後續研究之參考。 為達上述目的，本研究採用文獻探討與問卷調查方法，研究範圍包括：桃園市、蘆竹鄉、大園鄉、大溪鎮、龜山鄉、八德市、平鎮市、中壢市、楊梅鎮、觀音鄉、新屋鄉、龍潭鄉、復興鄉等十三個鄉鎮市內的公立國民中學合計48所；而以桃園縣公立國民中學校長、主任、組長、導師及專任教師為調查研究之母群體，問卷調查之對象，採用分層隨機取樣方式，發出問卷1048份，實得有效問卷643份，問卷資料處理採用電腦統計套裝軟體（SPSS for Windows）中的次數分配、平均數、獨立樣本ｔ考驗、單因子變異數分析等方法，進行統計分析，經資料整理與研究結果，獲得結論如下： 一、桃園縣公立國中校長學校行政領導具備的特質，具備程度最高的是 「誠實互信」、「守法力行」、「清廉無私」；最低的是「友善幽 默」、「研究創新」。 二、桃園縣公立國中校長學校行政領導面臨到「家長忽視教養責任」、 「市場機制」校際競爭、「顧客導向」學生選校權、「學校規模過 大，設備不敷使用」、「經費短缺不易維修設備」的困境。 三、桃園縣公立國中校長學校行政領導具體的做法，表現程度最高的是 「親自參加教師婚喪喜慶」、「定期召開行政會報協調業務」、「不 受利誘清白辦學」；最低的是「廣開言路接受建議」、「凝聚教師向 心力對抗外在壓力」、「校園規畫考量學校發展」。 四、不同背景變項教師，對於校長學校行政領導具備特質的看法有顯著差 異，包含男性高於女性、校長高於教師（含導師）、校長高於教師 （含導師、教師兼行政人員）、教師兼行政人員（含校長）高於教師 （含導師）、現職服務年資「3年以下」高於「10年以上」、「偏遠地 區」高於「一般地區」、學校規模「13~36班」高於「60班以上」。 五、不同背景變項教師，對於校長學校行政領導面臨困境的看法有顯著差 異，包含女性高於男性、「師範院校畢業」高於「研究所碩士班畢 業」、教師（含導師）高於校長、教師（含導師、教師兼行政人員） 高於校長、教師（含導師）高於教師兼行政人員（含校長）、現職服 務年資「10年以上」高於「3年以下」及「4~6年」、服務年資「16年 以上」及「9~15年」高於「3年以下」、「一般地區」高於「偏遠地 區」、學校規模「60班以上」高於「12班以下」、「13~36班」及 「37~59班」。 六、不同背景變項教師，對於校長學校行政領導具體做法的看法有顯著差 異，包含男性高於女性、「研究所碩士班畢業」高於「師範院校畢 業」、校長高於教師（含導師）、教師兼行政人員（含校長）高於教 師（含導師）、校長高於教師（含導師、教師兼行政人員）、現職服 務年資「3年以下」高於「10年以上」、「偏遠地區」高於「一般地 區」、「12班以下」及「13~36班」、「37~59班」高於「60班以 上」。 七、桃園縣公立國中校長對於學校行政領導具備特質與具體做法方面，其 整體表現受到國中教師的肯定 。 根據研究結果與結論提出以下的建議： 一、校長多關注「友善幽默」、「研究創新」特質之培養。 二、校長可多著力於親職教育活動，以落實家庭教育。 三、校長須發展學校特色，因應「市場機制、顧客導向」帶來的衝擊。 四、校長可建立與教師良性溝通互動平台。 五、校長須發展學校願景，才能凝聚教師向心力。 六、校長對於校園規畫，可多考量學校未來的發展。 七、主管教育機關對學校經費編列，可給予較大之彈性空間 。 八、為因應有限的教學資源，主管教育機關應儘量降低學校班級數。 九、未來的研究可增加廣度與深度。 / This main purpose of the research lies in discussing the basic concepts and analysing the present situation of the principals’school administration leadership of the public junior high school in Taoyuan County as well as the teachers from the different background variable (including sex, the highest school record, current position, service period of current position , service period, school category, school scale) , regarding to a view of principals’school administration leadership , and puts forward the proposals according to the results, provides reference to the principals, the teachers, the educational administration institution and the following research. In order to reach the above goals, this research uses the literature discussion and the questionnaire survey method. The research scope includes 48 junior high schools which are in the local 13 townships and towns ,such as Taoyuan City, Luchu Township, Dayuan Township, Dahshi Town, Kweishan Township, Pader City, Pingj City, Chungli City, Yangmei Town, Kwanin Township, Shinwu Township, Lungtan Township, Fu-hsing Township and so on . But take the principals, directors, group leaders, homeroom teachers and subject teachers of the public junior high school in Taoyuan County as the population of investigation and study. Objects of the questionnaire survey select the stratified random sampling method, which sends out asked volume 1,048,and obtains effective asked volume 643.The asked volume datas’processing uses the computer statistics software (SPSS for Windows) , including the Frequence, the Mean , the Independent-Samples T Test, One-Way Anova and so on ,in order to carry on the statistical analysis. After organizing the data and investigate the result, obtains the conclusion as follows: 1.Principals’school administration leadership of the public junior high school in Taoyuan County possess the special characteristics,the most highest is " honest and trustworthy", "obeys the law energetically puts into practice", "incorruptible and selfless";the most lowest is "friendly and humorous", "the research innovation". 2.Principals’school administration leadership of the public junior high school in Taoyuan County face difficult positions,such as "the guardians neglect the education responsibility", "the market mechanism" of the interscholastic competition, "the customer guides" that students have the right to choose the school, "the school scale oversized, equipment is insufficient ", "funds is not enough to maintenance equipment easily" . 3.The concrete procedure of the principals’school administration leadership of the public junior high school in Taoyuan County , the most highest degree is "attends the teachers’marriages and funerals in person", "convenes the administration conference regularly to coordinate business", "is not tempted with the promise of gain to run a school"; the most lowest is "encourages the wide airing of views accepts suggested", "condenses the teachers’ centripetal force resistance external pressure", "the campus plans considers the school development". 4.The different background variable teachers,as regards the principal school administration leadership possess the special characteristics view reveals the difference obviously, contains the male to be higher than the female, the principal is higher than the teacher (includes homeroom teacher), the principal is higher than the teacher ( includes homeroom teacher, teacher concurrently administrative personnel), the teacher concurrently administrative personnel ( includes the principal) is higher than the teacher ( includes homeroom teacher), service period of current position "below 3 years" is higher than "above 10 years", "the remote district" is higher than "the general area", the school scale "the 13~36 classes" is higher than "above 60 classes". 5.The different background variable teacher,as regards the principal school administration leadership faced with the difficult position view reveals the difference obviously, Contains the female is higher than the male, "the teacher graduates colleges and universities " is higher than "graduates from research institute ", the teacher ( includes homeroom teacher) is higher than the principal, the teacher ( includes homeroom teacher, teacher concurrently administrative personnel) is higher than the principal, the teacher ( includes homeroom teacher) is higher than the teacher concurrently administrative personnel ( includes the principal), service period of current position "above 10 years" is higher than "below 3 years" and "the 4~6 years", service period "above 16 years" and "the 9~15 years" is higher than "below 3 years", "the general area" is higher than "the remote districts", the school scale "above 60 classes" is higher than "below 12 classes", "the 13~36 classes "and" 37~59 classes ". 6.The different background variable teacher, as regards the principal school administration leader concrete procedure view reveals the difference obviously, Contains the male is higher than the female , " graduates from the research institute " is higher than "the teacher graduates from colleges and universities ", the principal is higher than the teacher ( includes homeroom teacher), the teacher concurrently administrative personnel ( includes the principal) is higher than the teacher ( includes homeroom teacher), the principal is higher than the teacher ( includes homeroom teacher, teacher concurrently administrative personnel), service period of current position "below 3 years" is higher than "above 10 years", "the remote districts" is higher than "the general area", "below 12 classes" and "the 13~36 class", "the 37~59 classes" is higher than "above 60 classes". 7.The special characteristics and the concrete procedure of the principals’school administration leadership of the public junior high school in Taoyuan County acquires positiveness from the public junior high school teachers . According to the research results and conclusions,the suggestions are as follows: 1.The principal pays more attention to raise the special characteristics of "friendly and humorous"and "the research innovation" . 2.The principal may focus on parents-teachers education activities,carring out the family education. 3.The principal must develop the school characteristic, to deal with the impact of "the market mechanism and the customer guides". 4.The principal may build a flat-top platform to communicate with teachers benignantly. 5.The principal must develop the school vision in order to condense the teachers’centripetal force. 6.The principal should consider the school future development while planning the campus policy. 7.A chief education institution arranges the school funds may give more flexible. 8.For the limited teaching resources, the chief education institution ought to reduce the number of school classes as soon as possible. 9.The future research might increase the breadth and the depth.

本研究旨在探討國民中學校長的專業發展及其相關因素，主要的研究目的是了解國民中學校長專業發展影響因素、對專業發展重要性的看法和參與多樣化專業發展意願之間的關係，並提出我國國民中學校長專業發展改進與進一步研究的建議。 為達成研究的目的，本研究根據文獻探討結果，提出研究架構與假設，編製調查工具「國民中學校長專業發展情形調查問卷」進行預試，回收的有效問卷共134份，經由因素、信度分析刪題和文字潤飾後，問卷修正為「中學校長專業發展情形調查問卷」，隨後實施正式調查，共回收有效樣本問卷398份進行統計分析，開放填答的題項也加以歸類析述。 有效樣本經以描述統計、t考驗、單因子變異數分析、皮爾森積差相關、多 元迴歸分析等方法進行分析比較，獲得下列結論： 一、國中校長愈重視專業發展政策和目標，參與多樣化專業發展型態和主題的意願愈高。 二、適度的工作壓力對校長專業發展產生積極影響，但家庭壓力則有消極影響。 三、國中校長感受到的政府專業發展作為的積極性不足。 四、在專業認同度方面，年輕校長不如資深校長。在同儕之間的專業互動頻率方面，鄉鎮學校、資深、高齡和即將退休的校長，較城市學校、資淺、年輕和非近期退休的校長為低。 五、女性國中校長比男性國中校長具有較強的學習自信、較多的校長互動和較高的專業發展參與意願。 六、校長專業發展在不同年齡和年資上，呈現互有優勢的現象，即將退休的校長則有較多不利的情形。 七、心理問題的紓解和改善，是國中校長重視的專業發展目標。 八、校長對具有威脅性、會帶來強制措施的專業發展政策，會給予較低的重要性評比。 九、國中校長樂於參與多樣化的專業發展型態，非正式的參訪、研討、聽講，比體制化的調查、研究、發表，更受校長青睞。 十、國中校長樂於參與多樣化的專業發展主題，尤其是學校經營實務和當前教育改革有關的主題，但參與電腦科技、興趣培養和生活知能的意願較低。 根據研究結論，研究者對教育行政機關提出：設置專責單位或人員，規劃研擬積極的校長專業發展政策；透過法令、文件、方案或計劃，清楚而明確地表述國中校長專業發展目標等建議。對國中校長提出：廣泛成立校長同儕組織，積極轉化校長組織的功能，加強校長同儕互動學習；協力增進校長專業問題的發聲，求取校長與教師專業發展機會的平衡等建議。對未來的研究，提出：分析國中校長同儕組織的成立及其在專業發展的功能、問題和影響；進行各國國家層級或地方層級的校長專業發展制度比較等建議。 / Professional Development of Junior High School Principals and Its Factors The purpose of this research is to understand the relationship between influential factors of professional development, views of professional development importance, and the will of participating in diverse professional development of junior high school principals, and to propose suggestions of improvement and further study. With the questionnaires and statistic analysis of 398 junior high school principals, the conclusions are as follows: 1. There is a positive relationship between the views of professional development importance and the will of professional development of junior high school principals. 2. Working pressure and family pressure cause respectively positive and negative influences on professional development of principals. 3. The government lacks the active policy to assist the professional development of junior high school principals. 4. The professional identity of young principals is lower than senior principals. Besides, the principals who are in town schools, senior, aged, and going to retire lack professional interaction with colleagues. 5. Female junior high school principals have the professional development advantages of confidence of learning ability, interaction with other principals, and higher participative will. 6. There are different advantages of professional development of principals for different ages and seniority, while the principals who are going to retire have more disadvantages. 7. The relief and improvement of the mental problems of principals are the professional development purpose which junior high school principals put emphasis on. 8. Principals have the view of lower importance of threatening professional development policy. 9. Junior high school principals are willing to participate in diverse professional development. Principals prefer the unofficial learning development models rather than the official ones. 10. Junior high school principals are willing to participate in diverse themes of professional development, especially the related themes of school management practice and current educational reform, while they are not so willing to participate in computer technology, interest cultivation, and living skills. According to the conclusions of this research, the researcher proposes some suggestions to education authorities, junior high school principals, and future research directions.

本研究旨在探討國民中學校長教學領導、教師領導與家庭教養文化對學生表現之影響。首先，要了解國民中學校長教學領導與教師領導之現況；其次，探討不同家庭背景學生對家庭教養文化知覺的差異情形；再者，分析校長教學領導、教師領導、家庭教養文化與學生學業成就之間的相關情形；最後，利用結構方程式以校長教學領導與家庭教養文化為外衍變項；學校文化、學生參與和認同與學生學業成就為內衍變項，探討各變項之間的直間接效果，並找出對學生表現預測力最強的因素。 本研究以九十五學年度台南市立國民中學之教師與學生為研究對象，並以研究者譯自國外重要問卷編制而成之「學校情形與領導調查問卷」和「學生參與和家庭環境調查問卷」為研究工具，有效樣本為858份，包括教師236位與學生622位。根據受試者之填答結果再分別以平均數、標準差、單因子變異數分析、皮爾遜積差相關以及結構方程模式（SEM）等統計方法，進行資料處理分析。 本研究獲致之結論如下： 一、 國民中學教師對校長教學領導之知覺為中度表現。 二、 國民中學教師對教師領導之知覺為中度表現。 三、 不同家庭背景之國民中學學生對於家庭教養文化的知覺有顯著差異。 四、 國中校長教學領導與學生學業成就有正相關。 五、 國中教師領導與學生學業成就有正相關。 六、 家庭教養文化與學生學業成就有正相關。 七、 本研究所假設的結構模型在LISREL整體適配度考驗下，為一可接受模型，並可顯示出各變項之間的直間接效果。尤其，家庭教養文化對於學生表現有高度的預測力；而校長教學領導與教師領導必須透過學校文化才能對學生表現造成顯著影響。 最後，根據研究結果提出具體建議，以作為教育行政主管機關、國民中學校長、教師、家長以及未來相關研究之參考。 / The Study of the Effects of Junior High School Principal Instructional Leadership, Teacher Leadership, and Family Educational Culture on Student Performances The goal of the study is to explore the relationship among junior high school principal instructional leadership, teacher leadership, family educational culture and student performances. First of all, to understand the common situation of principal instructional leadership and teacher leadership in Tainan municipal junior high school. And then, to explore the differences between students’ perceptions toward family educational cultures and students’ family backgrounds, including brother and sisters’ number in family, family organization type, parents’ education degree, and parents’ occupation. Next, to analyze the correlation between principal instructional leadership ＆student achievement, teacher leadership＆student achievement, and family educational culture＆student achievement. Finally, to use the Structural equation modeling to exam the feasibility of the hypothetical model, and through the path analysis to find out the direct and indirect effects between each variable. There were 858 valid cases, including 236 teachers and 622 students. The returned data were analyzed by statistical methods such as “ Mean”, “Standard Deviation”, “One-Way ANOVA”, “Pearson’s Product-Moment Correlation”, and“ Structural Equation Modeling”. The major results were summarized as follows: 1. The entire performance of principal instructional leadership in Tainan municipal junior high school is at middle degree. 2. The entire performance of teacher leadership in Tainan municipal junior high school is at middle degree, too. 3. There are obvious differences between students’ perceptions toward family educational cultures and students’ family backgrounds. 4. There is a positive correlation between principal instructional leadership and student achievement. 5. There is a positive correlation between teacher leadership and student achievement. 6. There is a positive correlation between family educational culture and student achievement. 7. Through the LISREL test, improving the hypothetical model in our research could be acceptable, and it could show the direct and indirect effects between variables. We also find out that family educational culture is the most powerful predicator to student performances in the study. At last, to bring up some concrete suggestions according to the study outcomes as references for governmental institution for education, junior high school principals, junior high school teachers and parents, and correlated study in the future.

本研究之目的主要在探討國民中小學校長評鑑系統的建構及有關研究。所採用的研究方法包括：文獻分析、問卷調查與訪談法。在文獻分析方面：分別就校長評鑑系統建構的基本理念、可能的探究取向與模式、英美兩國與國內國中小校長評鑑系統的發展情形、校長評鑑系統的後設評鑑標準與可能存在的問題等加以探討。在實證研究方面：以自編調查工具，對各縣市教育行政人員、國中小校長、主任、教師、家長與教育學者，就規劃實施國中小校長評鑑系統的三階段歷程要素、後設評鑑標準與可能存在的問題等，進行問卷調查與訪談。綜合本研究的結論發現：國中小校長評鑑系統的建構有其重要性，落實校長評鑑可協助校長提升辦學效能。而校長評鑑系統建構的理論與實務已日趨完善，在規劃過程中可參考不同的探究取向與英美兩國的實務經驗，讓校長評鑑系統的規劃能更為完備。此外，「教育評鑑標準聯合委員會」所發展的「教育人員評鑑標準」，不僅可用來協助規劃設計國中小校長評鑑系統，亦可以之進行現有校長評鑑系統的後設評鑑，妥當的應用可確保校長評鑑系統符合正當性（prophey）、效益性（utility）、可行性 （feasibility）與正確性（accuracy）標準。完整的國中小校長評鑑系統可分成三個階段，各階段均有應遵循的原則。做好規劃設計階段的工作是成功的第一步；資料蒐集階段應能正確而完整的蒐集資訊並遵循評鑑倫理；評鑑結果與處理階段，亦應配合評鑑目的，務實的做好各項後續工作，並作必要的決定。而評鑑歷程中務必遵守正當程序與保密原則，妥善保管資料並規範查閱程序，以保障受評校長的權益。最後本研究依上述研究結論，分別針對教育行政機關、國中小校長及其他利害關係人，綜合提出規劃實施國中小校長評鑑系統的建議。 關鍵字：校長評鑑、評鑑系統、評鑑模式、後設評鑑、評鑑標準 / The aim of this study is mainly to investigate the construction of the principal evaluation system of elementary and junior high schools and its related issues. The research methods included document analysis, questionnaires and interviews. The analysis of documents covered the basic concepts of the construction of principal evaluation systems, possible research approaches and models, the development of school principal evaluation in Taiwan as well as in the United States and Britain, meta-evaluation standards, and potential problems. A field study was conducted to explore the factors of the three phases of the design and implementation of a principal evaluation system, the meta-evaluation standards, and potential problems. It has employed questionnaire surveys and interviews to gather information from local government education administrators, school principals, deans, teachers, parents, and education academics. It has been found that the construction of school principal evaluation systems is more important than ever, and it could help raising school effectiveness. The construction of principal evaluation systems has been maturing in both theory and practice. Consulting different theoretical approaches and the practice of the United States and Britain makes the planning of principal evaluation systems comprehensive. Furthermore, the Personnel Evaluation Standards, developed by the Joint Committee on Standards for Education Evaluation in the United States, not only can serve as criteria for designing systems for school principal evaluation, they can be used to meta-evaluate ongoing principal evaluation systems as well. Applied appropriately, they should ensure that the standards of propriety, utility, feasibility, and accuracy are maintained in the principal evaluation system. A comprehensive system for school principal evaluation consists of three phases and each has its own rules to follow. The first phase is to plan and design it deliberately. Information should be gathered accurately and completely in the phase while the evaluation ethics is abided by. The consequent works should be taken care of in line with the purpose of the evaluation in the third phase of the processing of evaluation results. Necessary decisions should be made accordingly. Due process and confidentiality should be observed when implementing the evaluation. There should be an appropriate set of rules governing procedures of access to evaluation reports and data to protect the rights of the principals evaluated. According to the conclusions above, this research has offered some propositions regarding the planning and implementation of school principal evaluation systems. These propositions are aimed at education administrations, school principals, and other stakeholders. Keywords: principal evaluation, principal appraisal, evaluation system, evaluation model, meta-evaluation, evaluation standard,

本研究旨在瞭解臺北市國民中學校長道德領導與品德教育推展策略之現況，並分析教師人口變項、校長人口變項、學校環境變項在校長道德領導以及學校品德教育推展策略的差異情形，最後探討校長道德領導與學校品德教育推展策略之關係。 本研究以問卷調查法為主，半結構訪談為輔。問卷調查法以自編「國民中學校長道德領導與品德教育推展策略調查問卷」（內含基本資料、校長道德領導量表與學校品德教育推展策略量表）為工具，以臺北市之公立國民中學教師為研究對象，分層隨機抽取22所學校，共發出問卷476份，回收444份，有效問卷420份，有效回收率為88.2%。所得資料以描述性統計、ｔ考驗、單因子變異數分析與Scheffé事後比較、Pearson’s積差相關、多元逐步迴歸分析等統計方法進行資料分析。並依正式問卷調查的結果，歸納相關的問題，設計並確定訪談大綱，做為訪談的依據，實地訪談校長、主任、教師各2位，以釐清及延續問卷調查之結果，並藉由整理訪談文字資料、編碼歸類整理，綜合問卷調查與訪談資料，進行研究結果的分析與討論。研究結論如下： 壹、臺北市國民中學校長道德領導與學校品德教育推展策略之現況，均屬良好程度。 貳、在教師人口變項中，不同性別、服務年資、學歷、任教領域對校長在道德領導之感受，並無顯著不同；不同服務年資、學歷、職務在學校品德教育推展策略的感知上，並無顯著不同。 參、在校長人口變項中，校長不同性別在道德領導表現上，並無顯著不同；校長不同學歷在學校品德教育推展策略的表現上，無顯著不同。 肆、在校長人口變項中，校長不同年齡、學歷、擔任校長年資在道德領導表現上，具有顯著差異。其中以校長51～55歲、四十學分班結業、擔任校長年資3～4年者，道德領導表現較好。 伍、在校長人口變項中，校長不同性別、年齡在學校品德教育推展策略的表現上，具有顯著差異。其中以女性校長及51～55歲校長，表現較好。 陸、在學校環境變項中，不同學校規模的教師對校長道德領導及學校品德教育推展策略的感受，均具有顯著差異。其中以學校規模為49班(含)以上教師所知覺的程度較好。 柒、國民中學校長道德領導與學校品德教育推展策略之間，有顯著的正相關。 捌、臺北市國民中學校長道德領導對學校品德教育推展策略具有預測力。 最後依據研究結果與結論，提出具體建議，以作為教育行政機關、國民中學校長、相關教育人員以及未來研究的參考。 / This study aims to investigate the current development of principals’ moral leadership and strategies of character education enforcement in Taipei public junior high schools and to analyze the differences in teachers’ & principals’ personal variables and school environmental variables concerning principals’ moral leadership and strategies of character education enforcement. Finally, it explores the relationship between principals’ moral leadership and strategies of character education enforcement. This study em⥪loys the research method of questionnaire surveys and semi structured interviews. There were two survey tools used in the study, including Principals’ Moral Leadership Questionnaire and Strategies of Character Education Enforcement Questionnaire. Four hundred and seventy-six subjects are randomly selected from twenty-two public junior high schools in Taipei city. A total of 444 questionnaires was returned. Out of those, 88.2% was v⧗lid (420 out of 476). Valid sample data was analyzed and processed using the methods of description statistics, t-test, one-way ANOVA, Scheffé posteriority comparison, Pearson’s product-moment correlation and stepwise multiple regressions. The frame of the interview questions was designed according to the findings from the questionnaire. Two principals, two chairpersons, and two teachers were interviewed to clarify and extend the findings of the survey. Then, the dat⩍ retrieved from questionnaires and interviews were compiled, categorized, synthesized and analyzed. Following is the summary of the study: 1.The current development of principals’ moral leadership and the strategies of character education enforcement in junior high schools are both above the average. 2.There is no significant difference in teachers’ experiences of principals’ moral leadership in terms of gender, seniority, educational background and teaching ⫁ield; and, there is no significant difference in teachers’ recognition about strategies of character education enforcement in t⫡rms of teachers’ seniority, educational background and position. 3.Gender of the principal makes no significant difference in the performance of principals’ moral leadership; also, principals’ educational background makes no significant difference in strategies of character education enforcement. 4.There is significant difference in principals’ moral leadership in terms of principals’ age, educational background, and seniority. Principals get better scores o⭕ principals’ moral leadership are those who are aged between 51 and 55, finish 40-credit Continuing Education Program and have been on the position for 3 to 4 years. 5.There is significant difference in strategies of character education enforcement in terms of principals’ gender and age. Female principals aged between 51 and 55 get better scores. 6.There are significant differences in both principals’ moral leadership and strategies of ch⯄racter education enforcement to teachers from schools of different scales. Teachers serving in schools with and over 49 classes give better recognition to these two issues. 7.It shows significant positive correlation between principals’ moral leadership and strategies of character education enforcement. 8.Principals’ moral leadership demonstrates the predictability of strategies of character education enforcemeⰬt in Taipei junior high schools. This study is finalized at proposing practical suggestions based on the findings and conclusions to educational administration authorities, junior high principals, educators and faculty for further study and reference.

本研究旨在探究國民中學教師所知覺的校長變革領導、教師組織承諾與學校創新經營效能之關係，根據研究結果提出建議，以做為教育行政機關、國民中學校長，以及未來相關研究之參考。 本研究以臺北市立國民中學之教師為對象，採問卷調查法，以「國民中學校長變革領導、教師組織承諾與學校創新經營效能問卷」進行抽樣調查，抽取541位教師為樣本，回收415份，回收率為76.7%，以描述統計、t考驗、單因子變異數分析、積差相關分析、多元逐步迴歸等統計方法加以分析。獲得以下結論： ㄧ、臺北市國民中學整體校長變革領導現況屬良好程度，各層面以「提升危機意識」最好，以「組織變革團隊」最後。 二、不同學歷及擔任職務背景變項之教師對於校長變革領導的知覺具有顯著差異；不同教師性別、教師年齡及教師服務年資等變項無顯著差異。 三、不同學校規模、學校歷史、校長年齡、校長在該校服務年資、擔任校長總年資及校長學歷等學校背景變項之教師對於校長變革領導的知覺具有顯著差異；不同校長性別變項無顯著差異。 四、臺北市國民中學整體教師組織承諾現況屬良好程度，各層面以「努力意願」最好，以「留職傾向」最後。 五、不同教師年齡、教師最高學歷、教師服務年資及教師擔任職務等背景變項教師對於教師組織承諾的知覺具有顯著差異；不同教師性別變項無顯著差異。 六、不同學校規模及校長最高學歷背景變項之教師對於教師組織承諾的知覺具有 顯著差異；不同學校歷史、校長性別、校長年齡、校長在該校服務年資、擔任校長總年資等背景變項無顯著差異。 七、臺北市國民中學整體學校創新經營效能現況屬良好程度，各層面以「學生活動創新效能」最好，以「課程教學創新效能」層面程度最後。 八、不同教師擔任職務背景變項之教師對於學校創新經營效能的知覺具有顯著差異；不同教師性別、教師年齡、教師最高學歷及教師服務年資等變項無顯著差異。 九、不同學校歷史及校長年齡背景變項之教師對於學校創新經營效能的知覺具有顯著差異；不同學校規模、校長性別、校長在該校服務年資、擔任校長總年資，以及校長最高學歷等背景變項無顯著差異。 十、校長變革領導與學校創新經營效能之間具有正相關；教師組織承諾與學校創新經營效能之間具有正相關。 十ㄧ、校長變革領導各層面以「形塑學校文化」及「營造變革環境」對學校創新經營效能具有預測力，總解釋變異量為42.3%。 十二、教師組織承諾「留職傾向」、「努力意願」及「組織認同」三層面對學校創新經營效能均具有預測力，總解釋變異量為36.2%。 十三、校長變革領導與教師組織承諾對學校創新經營效能之聯合預測，共有「形塑學校文化」、「努力意願」、「留職傾向」、「營造變革環境」及「組織認同」五個層面對整體學校創新經營效能具有預測力，總解釋變異量為50.1％。 最後，根據研究結果提出下列幾點建議： ㄧ、對教育行政機關的建議 (一)規劃變革領導相關課程及訓練，提昇新任校長變革領導能力。 (二)多挹注相關資源給小型及老舊學校，以強化學校競爭力。 (三)鼓勵資深且治校有方之校長至亟須大力整頓之小校或老校服務，以救亡圖存，提升學校創新經營效能。 二、對國中校長的建議 (ㄧ)洞悉學校發展需求，掌握時機節奏進行變革領導。 (二)拔擢人才充分溝通，將組織發展目標與個人發展目標相結合。 (三)鼓勵教師在職進修與時俱進，與學校之各項變革相契合。 (四)發揮教師社群力量，授權學歷高有意願教師帶動學校課程與教學創新。 (五)落實教學輔導照顧資淺教師，發揮老幹新枝經驗傳承的力量，並強化組織承諾與留職傾向。 (六)設立各項教師獎勵措施，激勵教師內外在成就動機，增強對學校向心力。 (七)積極爭取經費與各項資源，改善硬體設備，打造嶄新優質的學校環境。 (八)建構各項創新變革方案回饋循環模式，營造創意的學校文化。 / The main objective of this study is to investigate the relationship among principals’ change leadership, teachers’ organizational commitment, and school innovative management effectiveness which teachers perceive, and to propose suggestions based on the results, for the reference of educational administration authorities, junior high school principals, and relevant future studies. In this study, faculty of junior high schools in Taipei City is picked as subjects and questionnaire survey is adopted. The researcher formulates “junior high school principals’ change leadership, teachers’ organizational commitment, and school innovative management effectiveness questionnaire,” and randomly selects 541 teachers as samples. In a rate of 76.7%, 415 replies are returned and then analyzed in methods of descriptive statistics, t-test, one-way ANOVA, product-moment correlation analysis and stepwise multiple regression. The following conclusions are obtained: 1. The present situation of principals’ change leadership is up to fine level. Among all the aspects, “raising the sense of danger” ranks to the top, while “organizing teams for change” ranks otherwise. 2. Teachers bearing different education backgrounds and duties perceive principals’ change leadership significantly differently; while teachers of other variables such as gender, age, and service seniority show no significant difference. 3. Teachers of different demographic variables such as school size and history; principals’ age, local seniority, total seniority, and education background perceive principals’ change leadership significantly differently; while the variable, principals’ gender, shows no significant difference. 4. The present situation of teachers’ organizational commitment is up to fine level. Among all the aspects, “desire for putting efforts” ranks to the top, while “tendency to retain the job” ranks otherwise. 5. Teachers of different demographic variables such as age, education level, service seniority, and duties perceive teachers’ organizational commitment significantly differently; while the variable of gender shows no significant difference. 6. Teachers of different demographic variables such as school size and principals’ education level perceive teachers’ organizational commitment significantly differently; while some other variables such as school history; principals’ gender, age, local seniority, and total seniority show no significant difference. 7. The present situation of school innovative management effectiveness is up to fine level. Among all the aspects, “innovative effectiveness of pupil activity” ranks to the top, while “innovative effectiveness of course and instruction” ranks otherwise. 8. Teachers bearing different duties perceive school innovative management effectiveness significantly differently; while teachers of other variables such as gender, age, education level, and seniority show no significant difference. 9. Teachers of some demographic variables such as school history and principals’ age perceive school innovative management effectiveness significantly differently; while some other variables such as school size; principals’ gender, local seniority, total seniority, and education level show no significant difference. 10. Principals’ change leadership is positively related to school innovative management effectiveness; teachers’ organizational commitment is also positively related to school innovative management effectiveness. 11. School innovative management effectiveness is most predictable for “to shape school culture” and “to establish change environment” among all the aspects of principals’ change leadership, accounting for 42.3% of total variance. 12. Teachers’ organizational commitment is predictable for each aspect, including “tendency to retain the job,” “desire for putting efforts,” and “approval of organization,” accounting for 36.2% of total variance. 13. When combining principals’ change leadership and teachers’ organizational commitment, school innovative management effectiveness is predictable for five aspects, including “to shape school culture,” “desire for putting efforts,” “tendency to retain the job,” “to establish change environment,” and “approval of organization,” accounting for 50.1% of total variance. Finally, based on the results, the following suggestions are proposed: 1. Suggestions for educational administration authorities (1)Arrange related courses and trainings of change leadership to improve newly nominated principals’ ability to lead changes. (2)Invest more relevant resources to small or old schools to make them more competitive. (3)Encourage senior principals who are good at management to aid small or old schools in need, for saving and improving their innovative management effectiveness. 2. Suggestions for principals in junior high schools (1)Understand what is required for school development thoroughly, and seize the timing for processing change leadership. (2)Select talented people, communicate sufficiently, and combine organizational and personal goals of development. (3)Encourage teachers to take in-service education to catch up the pace of the times, and to better cooperate with changes applied at school. (4)Fulfill the power of teachers’ community through authorizing highly educated and willing ones to promote innovation of courses and instructions. (5)Perform instructive guidance and assistance to help less senior teachers, pass on experiences, and strengthen organizational commitment and tendency to retain the job. (6)Establish reward system to inspire teachers’ both inner and outer motivation, and enhance the centripetal force to their school. (7)Actively endeavor to obtain money and resources and improve hardware to build quality environment. (8)Establish circulating feedback pattern of innovative change blueprints to produce creative atmosphere of school.

本研究旨在瞭解目前臺北市立公立國民小學校長知識領導、教師工作壓力與學校創新經營效能的現況；探討不同背景下，校長知識領導、教師工作壓力與學校創新經營效能之差異情形；並探析三變項彼此之相關與預測力；檢定三變項的結構方程模式之適配情形及變項間之影響力。本章依據上述研究目的進行文獻探討，提出研究架構，編製「國民小學校長知識領導、教師工作壓力與學校創新經營效能量表」以進行實徵調查。本研究以臺北市之公立國民小學教師為對象，共抽取76所國民小學之912位教師為樣本，回收828份有效問卷，可用卷回收率為90.79％；蒐集的資料以描述性統計分析、t考驗、ANOVA分析、積差相關、多元逐步迴歸、結構方程模式等統計方法進行分析與處理，獲致如下的結果： 一、 臺北市公立國民小學校長知識領導表現為中高程度，以「充實領導知能」得分最高，「展現創新行動」得分最低。 二、 臺北市公立國民小學教師對其工作壓力感受為中低程度，以「工作負荷」壓力感受最高，「人際關係」壓力感受最低。 三、 臺北市公立國民小學學校創新經營效能表現為中高程度，以「環境設備創新效能」得分最高，「行政服務創新效能」得分最低。 四、 臺北市公立國民小學以男性、41歲以上、研究所以上學歷、年資26年以上、擔任主任職務之教師，知覺「校長知識領導」的程度較高。 五、 臺北市公立國民小學以師資班或師大、師院、一般大學教育系大學部畢業學歷、擔任組長、副組長或教師職務、身處學校規模在61班以上之教師，知覺「工作壓力」的程度較高。 六、 臺北市公立國民小學以51歲以上、服務年資16年以上、擔任主任、組長（或副組長）職務之教師，知覺「學校創新經營效能」的程度較高。 七、 臺北市公立國民小學校長知識領導與教師工作壓力、教師工作壓力與學校創新經營效能具低、中度負相關，而校長知識領導與學校創新經營效能具有高度正相關。 八、 臺北市公立國民小學校長知識領導與教師工作壓力對學校創新經營效能具有顯著預測作用，以「校長知識領導」與其層面「整合知識資源」的預測力最佳。 九、 臺北市公立國民小學校長知識領導、教師工作壓力與學校創新經營效能的結構方程模式之適配性檢定獲得支持，能解釋主要變項之關係。 十、 臺北市公立國民小學校長知識領導對學校創新經營效能之影響以直接效果為主。 依據研究結果，本研究在臺北市公立國民小學校長知識領導、教師工作壓力與學校創新經營效能的相關研究上，提出如下的建議： 一、 成立校長知識領導社群，以利校長間領導知能的分享與傳承。 二、 強化學校行政服務與課程教學的創新，以利學校創新經營均衡發展。 三、 降低學校規模、暢通學校溝通管道、營造校內合作氣氛，以利校長知識領導、降低教師工作壓力，提升學校創新經營效能。 四、 透過減課的激勵方式，協助教師減輕工作壓力，以利從事學校創新經營。 五、 鼓勵教師參與校內外或是學位進修，以利教師本職學能的提升，促進行政與教學間互信互助。 六、 提供充裕的時間與空間發展創新，以提升學校創新經營成效。 七、 協助輔導年輕教師，全面提升教師教學成效。 八、 將研究範圍擴大至其它地區或全國，並考慮擴大問卷調查對象至不同層級的教育人員。 九、 可配合採用訪談法、個案研究、德懷術、焦點團體座談等方法，來進行較深入的探討，使研究結果更具有參考價值。 十、 可透過階層線性模式（HLM）來對各變項內之向度做進一步的觀察多層次變項間的關係。 依據研究結論，上述相關建議，俾供教育行政機關、國民小學及未來研究之參考。 / The purpose of this research is to advance understanding of the relationship among public elementary school principals' leadership in knowledge management, teachers' work stress, and effectiveness of schools' innovative management in Taipei city. I analyzed these three variables in different backgrounds of their relationship and prediction. I assessed the adjustment and effects of the structural equation model among three variables. To achieve the purposes, the research involved literature review, proposing a research model and adopting a questionnaire survey: “The investigative questionnaire of relationships among elementary school principals' leadership in knowledge management, teachers' work stress, and effectiveness of school innovation management.” The survey consisted of 912 teachers from 76 elementary schools in Taipei city, and among them, 828 distributed copies were returned as valid. The return rate was 90.79%. The data which were collected underwent statistical treatments such as t- test, one-way ANOVA, Pearson product-moment correlation, multivariate analysis of variance, and structural equation model in order to obtain the results for the stated objectives of the study. The conclusions of this research are as follows: 1. Taipei public elementary school principals have medium-high performance on their practice of leadership in knowledge management. Score the highest in the dimension of "building professional expertise" and the lowest in the dimension of "showing innovative actions." 2. Taipei public elementary school teachers have low-medium work stress. Score highest in the dimension of "work loads" and the lowest in the dimension of " interpersonal relationship." 3. Taipei public elementary schools have medium-high performance in terms of innovative management. Evaluate highest in the dimension of "Innovative performance on school's facilities" and lowest in the dimension of " innovative performance on administrative services. " 4. Among Taipei public elementary school teachers, those who are male, over the age 41, master's degree or above, working more than 26 years, and working as director, have significantly greater awareness of principals’ leadership in knowledge management. 5. Taipei public elementary school teachers, who graduated from Teachers' college with a bachelor's degree, working at a school of over 61 classes, have higher level of work stress. 6. Taipei public elementary school teachers, who are over the age 51, work more than 16 years, serve as director and section chief (or vice section chief), have significantly better awareness of the effectiveness of school innovative management. 7. Taipei public elementary school teachers’ work stress has low-negative correlation to principals’ leadership in knowledge management and effectiveness of school innovative management. Principals’ leadership in knowledge management is high-positively related to effectiveness of school innovative management. 8. Both principals’ leadership in knowledge management and teachers’ work stress serve a predictive function on the effectiveness of school innovative management, especially in the variable of principals’ leadership in knowledge management and the dimension of " integrating knowledge resources " 9. The result of assessment of proper fit on the structural equation model among principals’ leadership in knowledge management, teachers’ work stress, and effectiveness of school innovative management supports and explains the co-relationships of these three variables. 10. The Influence of Taipei public elementary school principal's leadership in knowledge management on schools' innovative management is mainly via direct effects. Based on the findings, the research investigation offers several suggestions for helping school teachers, principles, as well as administrators to implement for a better organizational practice: 1. Establish Leadership community for school principles to exchange and share the knowledge 2. Strengthen the innovation in administrative service as well as course design for a balanced development of school's innovative management. 3. Reduce school scale, open up communication and create cooperative atmosphere within the school for the better leadership, less work stress and to promote the efficiency of innovative operation. 4. Mitigate work stress by reducing school teachers' teaching hours to benefit schools’ innovative operation plans. 5. Encourage teachers to pursue further education. It will not only improves teachers' professionalism but contributes mutual trust between administrators and teachers. 6. Giving sufficient time and space for innovation to benefit the effect of schools’ innovative operation. 7. Provide guidance to young educators to improve teaching quality in all-round manner. 8. Expand research scope to other areas or nationwide and consider expanding the target of questionnaire survey to educators in different levels. 9. Proceed further investigation on the topic with various research methods such as Interview Survey, Case Study, Delphi Technique, Focus Group Interview, etc, which makes the findings more worthy referenced. 10. Using hierarchical linear model to have an empirical research among principals' leadership in knowledge management, teachers' work stress and effectiveness of schools' innovative management. I hope the authority, elementary educators will find the suggestions of this research beneficial to the better organizational development. Key words: principals' leadership in knowledge management, teachers' work stress, effectiveness of schools' innovative management

本研究係以文獻分析、問卷調查之研究方法，以SAS統計軟體進行統計分析，以探討「校長教學領導」、「教師工作承諾」、「學校教育成效」三變項之間的關係。根據530位國中教師問卷量表的調查結果，所獲得的主要結論如下： 壹、學校教育現況的整體表現有所進步 貳、教師的教育背景提昇有必要大力推動 參、女校長所領導的學校，其學校教育成效較佳 肆、在教師人口變項方面的差異情形： （一）不同性別教師的工作承諾沒有顯著差異。 （二）在教師的年齡方面，51歲以上的教師其教師工作承諾的程度最高；30歲以下的教師其教師工作承諾的程度最低。 （三）在教師年資方面，年資最深（26年以上）的教師其教師工作承諾的程度最高。 （四）兼任行政工作的教師對校長教學領導的評價最高；對學校的組織承諾程度也最高 伍、在不同學校規模方面的差異情形： （一）大、中、小型學校的校長教學領導沒有顯著差異。 （二）中、大型學校的教師工作承諾較高。 （三）小型學校在降低學生輟學率、減少學生犯過率及學校教育成效總體表現的結果顯著的優於大型學校。 （四）中型學校在提昇升學率方面的表現顯著的優於大型或小型的學校。 陸、不同區域國民中學的校長教學領導、教師工作承諾及學校教育成效沒有顯著差異。 染、校長教學領導、教師的工作承諾與學校教育成效的關係 （一）校長的教學領導越佳，教師的工作承諾越高。 （二）校長的教學領導越佳，學生的在校輟學率、行為犯過率越低；但是學生的學習進步率、畢業升學率越高，且學校教育成效的總體表現也越佳。 （三）教師對學校組織的承諾越高，則學生的在校輟學率、行為犯過率越低；學習進步率、畢業升學率越高，且學校教育成效的總體表現也越佳。 （四）教師對學生教育承諾的高低對學生的在校輟學率、行為犯過率沒有顯著影響；但是教師對學生的教育承諾越高對學生的學習進步率、畢業升學率、及學校教育成效的總體表現有越正向的影響。 （五）對學校組織承諾與對學生教育承諾都高的教師，學生的在校輟學率、行為犯過率也低；但是學生的學習進步率、畢業升學率則高，且學校教育成效的總體表現也越佳。 （六）校長教學領導越佳且教師工作承諾越高的學校，其學生的在校輟學率、行為犯過率也越低；但是學生的學習進步率、畢業升學率則越高，且學校教育成效的總體表現也越棒；反之亦然。 （七）對於學校教育成效中學生的在校輟學率、行為犯過率、學習進步率、畢業升學率，及學校教育成效總體表現的影響，以校長的教學領導最為重要、次為教師對學校的組織承諾、在其次為教師對學生的教育承諾。 根據上述主要結論，本研究所提出的建議如下： 壹、大力推動教師在職進修碩士班或是四十學分班 貳、鼓勵女性教師從事學校行政工作 參、規劃合宜的教育措施以使不同年齡教師能發揮所長，樂在工作 肆、建立專任教師兼任行政工作的輪調制度 伍、學校規模應朝班級數在31∼60班之間的中型學校調整 陸、加強校長教學領導行為及增強教師工作承諾知覺以促進學校教育成效的優良表現 柒、後續的研究可進一步探討「教師對學生的教育承諾」的影響因素，以及用於衡鑑「學校教育成效」的其他重要因子。