Effective principal's instructional leadership yields high achieving schools (Dhlamini, 2008:105; Hallinger and Heck, 1998; Hargreaves, 1994; Hopkins, 2001; Effective principal’s instructional leadership yields high achieving schools Khuzwayo, 2005; Kruger, 1999; Mbatha, 2004; Mthombeni, 2004). Annual National Assessment (ANA) (DoE, 2009) and Systemic Evaluation (SE) in 2001 and 2007 (DoE, 2008) revealed that South African learners are not able to read and write, and that their numeracy skills are not well developed. The performance is also evident in the Grade 12 performance which has not shown great improvement over the years. In an effort to address the poor performance as experienced in schools, the department of education introduced Resolution 1 of 2008 (DoE, 2008) which requires principals to provide professional leadership which is based on curriculum management; and to take accountability for the quality of learning that takes place within the school. The poor learner achievement in schools triggered the question about the quality of education provided in the primary schools and the instructional leadership provided by primary school principals as it is a foundation to the schooling system. A qualitative approach was used to explore the practices of primary school principals as instructional leaders and the implications for learner achievement. Six primary schools in the Tshwane West district in Gauteng province were sampled for the research. The research revealed the following distinguishing factors by those schools that performed extremely well in the Annual National Assessment (ANA) (DoE, 2009) and Systemic Evaluation (SE) in 2001 and 2007 (DoE, 2008): <ul> <li> The principal has to establish good relations amongst and between educators and learners and also foster two-way communication.</li> <li> The principal should make sure that academic results are analysed and interventions strategies are followed to improve learner achievement.</li> <li> Educators should be encouraged by the principal to perform a self-reflection of their teaching performance. The principal has to provide support for underperforming educators and encourage them to develop themselves professionally.</li> <li> The principal needs to conduct class visits.</li> <li> The principal should ensure that teaching and learning time is protected and that educators and learners attend classes punctually.</li> <li> The principal needs to keep abreast of the curriculum and instruction changes and provide the necessary support and guidance.</li> <li> The principal has to ensure that instruction is given priority and is central to the school’s activities.</li></ul> The above-mentioned factors proved to be essential in the instructional leadership of the primary school principal in ensuring improved learner achievement in schools. Copyright / Dissertation (MEd)--University of Pretoria, 2011. / Education Management and Policy Studies / unrestricted

本研究旨在探討台北巿高中圖書館的組織編制、困境，並了解圖書館負責人對轉型為「教學資源中心」的看法，以期提出國內學校圖書館轉型為「教學資源中心」的建議方案及事項。 為達研究目的，首先蒐集國內外文獻，分析學校圖書館與「教學資源中心」的相關資料；其次藉由個案研究國內具有正式「教學資源中心」組織的明道高中，以了解其組織結構及經營模式；最後，全面性調查台北巿公私立45所高中圖書館的組織與困境、視聽資源及電腦主管單位的組織編制、以及台北巿高中圖書館負責人對轉型為「教學資源中心」的看法。 研究結果發現，台北巿高中圖書館有十大困境：1.私立學校圖書館組織比公立學校圖書館來得不健全。2.公私立高中圖書館多仍未能分組辦事。3.圖書館負責人乃由教師或幹事兼任，多須兼任課堂教學工作。4.圖書館專業人員不足。5.工作人員數量太少及職位太低。6.設置工讀生的學校未達半數，且工讀生人數少。7.圖書館委員會對圖書館的助益有限。8.圖書館所提供的視聽資源的種類不夠多，未能具備提供教學媒體製作的服務。9.圖書館雖多已自動化，但採購、期刊、參考諮詢三方面卻多數尚未自動化。10.圖書館半數以上沒有光碟資料庫，且只能在圖書館或館內使用光碟資料庫。 本研究提出高中圖書館轉型為「教學資源中心」的建議方案為：以圖書館為主導，整合校內包含所有軟體的視聽及電腦資源於同一個「圖書館教學資源中心」單位之中，設置圖書館教學資源中心主任，編列正式的圖書館專業人員、媒體專業人員、電腦資訊人員，其下的分組則至少包括基本的圖書館、視聽教育、電腦資訊三方面相關的組別。最後，提出的五大層面的建議事項：（一）制度層面：1.修改相關法令，提昇圖書館的地位及健全組織；2.轉型的名稱以「圖書館教學資源中心」為佳。（二）功能層面：1.落實傳統圖書館的功能；2.發揮「教學資源中心」的功能。（三）人員層面：1.增加圖書館人員編制及提昇專業素質；2.增列圖書館的媒體人員、資訊人員；3.結合與善用校內教師與學生的人力。（四）資源層面：1.充實圖書館館藏、媒體、資訊等設備；2.加強資訊軟硬環境。（五）教育層面：1.推廣圖書館利用教育，加強師生對圖書館的認識與使用；2.適應國家整體高中教育政策，配合多元入學方案。