本研究旨在探討臺北市國民中學校長競值領導與組織氣氛關係之研究。研究目的包括：瞭解國民中學校長競值架構領導層面及學校組織氣氛之現況及關係；不同背景變項的國民中學教師，對校長競值架構領導層面知覺之差異以及對學校組織氣氛知覺之差異；根據研究結果提出建議，作為國民中學校長及未來研究者之參考。 為達成上述目的，本研究採用「問卷調查法」來進行研究，以臺北市公立國民中學教師為研究對象。本研究正式問卷調查，為求具代表性，依不同學校規模分別抽取「24班（含）以下」學校8所、「25-48班」及「49班（含）以上」學校12所，共32所學校。發出問卷700份，回收631份，回收率90.1％，無效問卷26份，有效問卷605份，有效回收率為86.4％。本研究使用工具「臺北市國民中學校長競值領導與組織氣氛關係之研究」問卷，除了受試者基本資料外，包含兩份量表，分別是「校長競值領導行為量表」與「中學組織氣氛描述問卷」。在資料的統計分析方面採用描述性統計、t 考驗、單因子變異數分析、多元逐步迴歸分析等方法。根據研究發現，歸納本研究結論如下： 本研究主要結論如下： 一、臺北市國民中學教師對校長競值領導行為之「注重競爭」感受最高，「涉及個人」感受最低。 二、臺北市國民中學教師對學校組織氣氛之「投入行為」、「支持行為」感受較佳，「受挫行為」、「指示行為」感受較差。 三、臺北市國民中學教師對「女性校長」在校長競值領導行為及學校組織氣氛上認同度較高。 四、臺北市國民中學教師感受到「51-55歲校長」在校長競值領導行為及學校組織氣氛上表現較佳。 五、臺北市國民中學教師感受到具博士教育背景之校長在組織氣氛的表現上，優於四十學分班及師範院校的校長。 六、臺北市國民中學教師對於組織氣氛的感受，男性教師對「受挫行為」高於女性教師；51歲以上教師對「支持行為」與「投入行為」感受最高、30歲以下教師對「指示行為」感受最高。 七、臺北市國民中學教師對於組織氣氛的感受，具碩博士學位教師「受挫行為」感受最高；服務21年以上教師「投入行為」感受最高、10年以下教師「指示行為」感受最高。 八、臺北市國民中學教師因為擔任職務之不同，兼任主任對「支持行為」感受最高；兼任組長「受挫行為」感受最高。 九、校長競值領導各層面對開放指數具有預測力，因此校長競值領導行為對學校組織氣氛產生顯著的正向直接影響。 關鍵詞：競值領導、組織氣氛 / This study aims to explore the relationship between principals' competing values leadership and organizational climate in junior high schools in Taipei city. The purposes of this study is to know the fact and relationship between principals' competing values leadership and organizational climate in junior high schools and the differences among junior high schools’ teacher with different background’s perceptions on principal’s competing values leadership and organizational climate in schools. According to the results of the study, we provide suggestions for principles of junior high schools and future studies. This study conducts a questionnaire survey using stratified sampling according to school size, and surveys on 700 teachers from 32 public junior high schools in Taipei (8 schools of 24 classes below, 12 schools of 25-48 classes, and 12 schools of 49 classes above). The response rates were 90.1％; the usable rates were 86.4％. The research instruments are “Principals’ CVF Managerial Behavior Instrument” and “Organizational Climate Description Questionnaire for Secondary Schools, OCDQ-RS.” The collected data were analyzed by using the descriptive statistic, t-test, one-way ANOVA, multiple stepwise regression analysis, and so on. According to the finding, the conclusions of this study are: 1. Junior high school teachers in Taipei were most aware of the “producing results” dimension of competing values leadership, and less aware of “relating to people” dimension of competing values leadership. 2. Junior high school teachers in Taipei were better aware of “engaged behavior” and “supportive behavior,” but less aware of “frustrated behavior” and “directive behavior.” 3. Taipei’s junior high school teachers’ identification with “female principals” competing values leadership and organizational climates in schools are higher. 4. Junior high school teachers in Taipei feel that the principals in their age of 51-55 perform better in principals’ competing values leadership and organizational climate in schools. 5. Junior high schools of principals with doctorial degree perform better than principals with degree of bachelor or degree of forty credits in organizational climates. 6.Among Taipei junior high school teachers’ perception of organizational climates, male teachers’ perception of “frustrated behavior” is higher than female teachers’; teaches with age above 51 were most aware of “supportive behavior” and “engaged behavior,” and teacher with age below 30 were most aware of “directive behavior.” 7.Teachers’ with master and doctoral degree were most aware of “frustrated behavior,” teachers’ serve more than 21 years were most aware of “engaged behavior,” and teachers’ serve less then 10 years were most aware of “directive behavior.” 8. Teacher’s perception of organizational climate are differ from their different positions. The teachers serve as directors were most aware of “supportive behavior”, the teachers serve as section chiefs are most aware of “frustrated behavior.” 9. The different dimensions of principal’s competing values leadership behavior could well predict openness index in junior high schools; therefore, the principals’ competing values leadership could positively affect organizational climate in schools. Key words: competing values leadership, organizational climate

本研究旨在探討國民小學校長競值領導行為與教師組織承諾之關係。研究採用調查研究法，以臺灣北部區域之公立國民小學教師為對象，總共發出1043份問卷，問卷回收率為85.91%，有效問卷回收率則為81.30%。正式問卷回收之後，分別以百分等級、t考驗、單因子變異數分析、卡方考驗、皮爾森積差相關分析、迴歸分析等統計方式對回收資料進行分析。 本研究獲得以下十項結論： 一、國民小學校長競值領導行為較著重「競爭行為」層面，且以「均衡領導型」比例最高。 二、國民小學教師組織承諾以「努力意願」層面表現最佳。 三、男校長在校長競值領導行為之合作行為層面有較佳表現，年輕校長在校長競值領導行為各層面有較佳表現。 四、小型規模、偏遠地區的校長在校長競值領導行為各層面均有較佳表現。 五、年齡大的校長在均衡領導型的比例較低且在平庸領導型的比例較高。 六、小型規模、偏遠地區的校長在均衡領導型的比例較高且在平庸領導型的比例較低。 七、年齡大、資深及教師兼主任的教師組織承諾較高，小型規模及偏遠地區學校的教師組織承諾亦較高。 八、校長競值領導行為以「均衡領導型」在教師組織承諾的表現最佳，「不均衡領導型」次之，「平庸領導型」最不理想。 九、校長領導競值行為與教師組織承諾具有正向關連，校長競值領導行為表現愈好，則教師組織承諾愈高。 十、國小校長採行競值領導行為有助於教師組織承諾之提升，其中僅「合作行為」與「競爭行為」兩個領導行為層面具有顯著預測力，競值領導理論之「均衡觀點」宜適度修正。 根據研究結論提出下列建議： 一、對教育行政機關之建議 （一）校長職前與在職訓練，宜融入競值領導相關課程。 （二）適度控制學校經濟規模，以利於教師組織承諾之維持。 二、對國小校長之建議 （一）校長應加強領導行為之複雜性，以增進領導效能。 （二）校長要不斷吸取新知與積極進修，以強化專業智能與教育熱忱。 （三）校長宜多關懷年輕、資淺及未兼行政職務之教師，以協助其生涯發展。 （四）校長須展現兼容並蓄的領導作風，同時採取競爭行為與合作行為，以提升教師組織承諾。 三、對未來研究之建議 （一）研究對象可擴大至國中、高中等不同層級學校，乃至私立學校。 （二）研究變項可加入其他可能影響教師組織承諾的變項。 （三）研究方法可酌加使用質化方式之訪談，並在橫斷性研究的基礎上，兼採縱貫性研究，蒐集相關資料。 （四）競值領導理論架構需要國內更多實證研究去驗證其在本國教育環境的適用性與可行性。 / The purpose of the study was to investigate the relationship between principals’ competing values leadership behavior and teachers’ organizational commitment in elementary schools. The reasearch method this study adopted is survey reasearch. Data were collected from 1043 teachers of elementary schools in northern parts of Taiwan. The response rates were 85.91%; the usable rates were 81.30%. The collected data were analyzed by using the statistical methods of percentile rank, t-test, one-way ANOVA, χ2 test, Pearson product-moment correlation and regression analysis. The conclusions of this study are: 1.Among all of the dimensions of principals’ competing values leadership behavior, “Compete” is the dominant in the elementary schools. And “Balanced Style” ranks the highest. 2.Among all of the dimensions of teachers’ organizational commitment, “Effort Intention” is the dominant in the elementary schools. 3.Male principals have better performances in “Collaborate”. Young principals have better performances among all of the dimensions of principals’ competing values leadership behavior. 4.Principals in small-sized schools and in remote area schools have better performances among all of the dimensions of principals’ competing values leadership behavior. 5.Among competing values leadership behavior of elder principals, “Balanced Style” ranks lower and “Mediocre Style”ranks higher. 6.Among competing values leadership behavior of principals in small-sized schools and in remote area schools, “Balanced Style” ranks higer and “Mediocre Style”ranks lower. 7.Elder, senior teachers and directors in schools have higher organizational commitment; teachers in small-sized schools and in remote area schools also have higher organizational commitment. 8.Underneath principals’ competing values leadership behavior , Teachers have the best organizational commitment toward “Balanced Style”, the next-best organizational commitment toward “Unbalanced Style” and the worst organizational commitment toward “Mediocre Style”. 9.There is a positive relationship between principals’ competing values leadership behavior and teachers’ organizational commitment. Principals with better leadership performances tend to enhance teachers’ organizational commitment. 10.Principals ’ competing values leadership behavior promote teachers’ organizational commitment. Among all of the dimensions of principals’ competing values leadership behavior, “Collaborate” and “Compete” have significant predictabilty, “Balanced Perspective” could be modified. Based on the findings, the study offers suggestions for the education authorities, the principals of elementary schools, and the future researchers, hoping to shed light on the development of elementary school education in the future.