Thesis (Ph.D.)--Mississippi State University. Department of Leadership and Foundations. / Title from title screen. Includes bibliographical references.

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.