[pt] Em 2003 o governo brasileiro lançou o Programa Bolsa Família (PBF), que objetivou garantir a superação da pobreza e pobreza extrema, através da transferência de renda mensal às famílias em situação de vulnerabilidade e pobreza no país. O programa transfere, atualmente, um recurso mensal a 14 milhões de famílias que, em contrapartida, precisam obrigatoriamente matricular os filhos de 6 a 17 anos nas escolas de Educação Básica e garantir a frequência escolar acima de 85 por cento, para alunos de 6 a 15 anos, e de 75 por cento para alunos de 16 a 17 anos, além de outras condicionalidades. Esta pesquisa objetivou compreender algumas das características institucionais e pedagógicas de escolas do estado de Mato Grosso do Sul (MS) que apresentam, simultaneamente, duas condições: têm, sistematicamente, resultados positivos nas avaliações nacionais, e concentram um número significativo de alunos beneficiários do Programa Bolsa Família (PBF). Para tanto, este estudo adotou uma abordagem qualitativa. Inicialmente, foi calculado, para as escolas públicas municipais e estaduais do estado, um índice através de regressão linear clássica que, após o controle das características socioeconômicas dos alunos, composição social da escola em razão da concentração de alunos do PBF, proficiência média e distribuição nas faixas de desempenho da Prova Brasil, identificou 14 escolas que se sobressaíram entre as mais de 1900 escolas do estado. Destas, foram selecionadas para este estudo quatro escolas, em dois municípios distintos. Aquelas que produziram os melhores resultados, analisando também questões relacionadas à equidade, foram investigadas in loco na busca da compreensão do que fazem estas escolas para minimizar o peso da origem social dos estudantes. Assim, fatores como condições de gestão, liderança, clima interno da escola, prática pedagógica, prestígio escolar, relação família-escola-PBF, foram investigados, por meio de uma pesquisa de campo que envolveu observações do contexto escolas e da sala de aula, e também entrevistas semiestruturadas com diretores, coordenadores, professores, alunos e famílias beneficiárias dos municípios e escolas selecionadas. O conjunto de escolas que participou da pesquisa apresenta como traço comum o fato de ter resultados positivos e mais homogêneos apesar de atender alunos pobres e em situação de vulnerabilidade social. Afora essa característica mais geral, o conjunto das escolas investigadas comporta, deliberadamente, uma grande diversidade. Nele, há escolas rurais e urbanas, municipais e estadual, localizadas em cidades consideradas de grande e de pequeno porte. Essa diversidade responde pelo interesse em conhecer, para além de características comuns às quatro escolas, um repertório mais amplo de fatores e práticas promotoras de eficácia e de equidade escolar em contextos que apresentam desafios institucionais, de funcionamento e espaciais específicos. Entre as características que estão presentes no conjunto de escolas, os resultados da pesquisa permitem destacar: i. gestão com ênfase pedagógica, exercida pelo diretor, ou delegada aos coordenadores; ii. clima escolar positivo promovido pelos diretores e expresso na satisfação com o trabalho de diretores, coordenadores, professores e no reconhecimento do trabalho da equipe escolar por famílias e alunos; iii. relações harmoniosas e respeitosas com os alunos; iv. ênfase nos processos de aprendizagem, com atividades diversificadas; v. acompanhamento do trabalho pedagógico dos professores pelos coordenadores; vi. prestígio institucional das escolas, propiciado por altas notas no IDEB, pela disciplina escolar e pela qualidade do ensino e dos profissionais; vii. relação família-escola, com pais que se sentem ouvidos pelas instituições, demonstram interesse na escola, e estão alinhados às expectativas de participação da equipe escolar. A principal diferença entre essas escolas está relacionada como formas seletivas de enturmação dos alunos, que tipicamente contribuem para a manutenção das desigualdades educacionais e sociais. / [en] In 2003 the Brazilian government introduced Bolsa Família (Family Grant) Program (PBF), which intended to guarantee the overcoming of poverty and extreme poverty by a monthly transfer of income to the families in situation of vulnerability and poverty in the country. Currently, the program transfers a monthly resource to 14 million families, which in return must enroll their children between 6 and 17 years old in Elementary and Secondary Schools and ensure a school attendance up to 85 percent of students from 6 to 15 years, and 75 percent for students from 16 to 17, besides other conditionalities. This research aimed to understand some of the schools institutional and pedagogical features of Mato Grosso do Sul state, that present, simultaneously, two conditions: have systematically positive results in national assessments, and concentrate a significant number of beneficiary students from Bolsa Família Program (PBF). Therefore, this study adopted a qualitative approach. Initially, an index through a classic linear regression was calculated for the municipal and state public schools of Mato Grosso do Sul, which, after the controlling of students socioeconomic characteristics, the school social composition due to the concentration of students from PBF, average proficiency and distribution in the performance levels of Prova Brasil (Brazil assessment), identified 14 schools that stand out among more than 1,900 schools in the state. From these, fours schools were selected in two different municipalities. Those who presented better results, also analyzing issues related to equity, were investigated in loco in the pursuit of understanding what these schools do to minimize the weight of the students social background. Thus, the criteria of management, leadership, the school internal environment, pedagogical practice, family-school-PBF were investigated, through a field research, observing the school and the classroom, and using semi-structured interviews with directors, coordinators, teachers, students and beneficiary families of the selected municipalities and schools. The group of schools that participated in the research has in common the fact of having positive and more homogeneous results despite attending poor students and students in situations of social vulnerability. Apart from this more general characteristic, the whole of schools investigated deliberately contains a great diversity. In this group, there is rural and urban schools, municipal and state, located in big and small cities. This diversity responds to the interest in knowing, in addition to common characteristics to the four schools, a wide repertoire of factors and practices that promote efficacy and school equity in circumstances that present specific institutional, operational and spatial challenges. Among the characteristics that are present in the group of schools, the results of the research allow highlighting: i. management with pedagogical emphasis, exercised by the director, or delegated to the coordinators; ii. positive school environmet promoted by directors and expressed in satisfaction with the work of directors, coordinators, teachers and recognition of the work of the school team by families and students; iii. harmonious and respectful relationships with students; iv. emphasis on learning processes, with diversified activities; v. monitoring of teachers pedagogical work by coordinators; vi. institutional prestige of schools, promoted by high grades in the IDEB, school discipline and teaching and professionals quality; vii. family-school relationship, with parents who feel heard by the institutions, show interest in the school, and are aligned with the expectation of school team participation. The main difference between these schools is related as selective forms of student interaction, which typically contribute to the maintenance of educational and social inequalities.

From the wave of policy reforms of the new Minister of Education and Human Resources for a "World Class Quality Education", stakeholders have been ascribing the poor quality of learner performance to a lack of motivated teachers. This study focuses on the factors that impact on teacher motivation in the Flacq district of Mauritius and on the role of the principal in enhancing teacher motivation. An empirical investigation based on qualitative research was conducted following the literature study on these two themes. Motivational factors pertain to the school-based personal and professional needs of the teacher. Due to centralised school governance and instructional leadership tasks being delegated to the School Management Team, principals are not effective teacher motivators. Recommendations relate to transformational, distributive and participatory leadership strategies for optimal instructional principalship. / Educational Leadership and Management / M. Ed. (Educational management)

Globally, there are numerous debates on what constitutes an effective school. Parents strive to choose what they regard as the best school for the education of their children. Historically, school effectiveness is a phenomenon associated with learner attainment. Yet, school effectiveness is measured and conceptualized differently throughout the world. The aim of this research was to determine and define the factors contributing to the effectiveness of secondary schools in the Free State Province of South Africa. A case study was conducted on six schools selected in the Free State Province. Data were collected qualitatively by means of semi-structured and focus-group interviews with principals, SMTs, teachers, SGBs, learning facilitators and school-management and -governance developers. A documentary analysis was carried out to triangulate data from interviews. The data collected were triangulated and supported by an extensive literature review on school effectiveness and improvement. In particular, the literature review encompassed the policy context of school effectiveness in South Africa, definitions of the concept of school effectiveness, models of school effectiveness, methods of evaluating school effectiveness, the relationship between school effectiveness and school improvement, change and school improvement, approaches to school improvement and the characteristics of effective schools. The legislative framework for both teacher and school evaluations is highlighted and their effectiveness critically reviewed with reference to current investigations in the field. These empirical investigations, which, form part of this larger qualitative research project, show that effective schools exhibited high learner attainment, effective teaching and learning, as well as a highly effective leadership and management. Management, leadership and administration, curriculum, school governance and VI school support structures were confirmed as very instrumental as far as school effectiveness and improvement are concerned. Furthermore the study indicates that the current policies are not enhancing school effectiveness and improvement, thus the study recommends the index of school effectiveness and improvement (ISE&I). The Index of School Effectiveness and Improvement, which is a document that schools can use to review and enhance their effectiveness, is a model developed in the course of this study to assist schools in improving their effectiveness. Unlike the WSE review, which takes place every five years, the index suggests a continuous and regular review process by schools carried out by all stakeholders. In conclusion, an overview of the challenges identified by this research project, as well as the aspects in need of further research, is highlighted. / Educational Leadership and Management / D. Ed. (Education Management)

The study was carried out to investigate the role of the secondary school head in Botswana in respect to four themes, namely: staff development; classroom supervision; school culture building; and conflict management. Basically, school development planning was defined as a strategy that can be employed to improve the teaching and learning processes. This could be achieved by on-going staff development programmes that equip staff with new knowledge and new classroom teaching techniques. Details of strategies that could be used to achieve this were examined and discussed in this thesis. Two chapters of the literature review were made in this thesis. Chapter II (Part I) made a direct link between the literature review and the research questions on the main topic of this thesis. Chapter III (Part II) on the other hand provided, a comparative analysis of school development planning between Botswana (as the focal point) and the United Kingdom and Australia (as examples). The analysis was concerned with three issues of: human capacity; budget allocation and its control; and accountability. The inclusion of this second chapter on the literature analysis was to add weight and to raise the analytical standard of the thesis. Closed responses and open-ended questionnaires were used to gather data. A total of 60 respondents comprising heads and teachers from 10 junior and five senior secondary schools participated in the investigation. Summaries of the findings from both the empirical and theoretical components for each of the themes are that: • There cannot be development without developing the developer. • Classroom supervision is essential because it provides the basis for staff development and subsequently improved teaching. • School development planning must be a staff co-operative effort leading to the formation of a sustainable school culture of working teams. • Conflict is always there in organizations, what is important , however, is for the administrator to manage it such that it benefits the organization. Basically, the empirical and theoretical components, supported each other on the majority of issues. The United Kingdom and Australia, being developed countries, do not experience the problems of funding, staffing, and other supportive resources to effectively implement school development planning to the extent of Botswana. / Educational Leadership and Management / D. Ed. (Educational Management)

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.