| Summary: | 碩士 === 國立台北師範學院 === 國民教育研究所 === 86 === The study examined leadership behaviors and styles , in terms of transformational and transactional , held by principals of elementary shools in four countries of North Taiwan. In addition , the effectivenessof leadership was evaluated. The key components of transformational leadership behaviors were :(a)charisma ,(b)inspiring shared vison ,(c)intellectual stimulation ,and(d)individual consideration , while the key components of transactional leadership were :(a)contingent reward ,(b)active management by exception ,and (c)passive management by exception. Teachers'' satisfaction in job and principals'' leadership ,and the achievement of organizational goals were adopted as the main indicators of leadership effectiveness. 1021 teachers at public schools were assessed on their perceptions of principals'' transformational leadership and transactional leadership as well as principals'' leadership effectiveness. An one-way ANOVA was conducted on the antecedent variables (including principals'' genders ,years of service ,educational degrees ,the sites ofschools ,and the scales of schools) to determine if any differences were found in the leadership behaviors. On the whole ,no statistical differences were found. Additionally, a Chi square was conducted on the antecedent variables to determine if any differences were found in the leadership styles. No statistical differences were evident ,either. Nevertheless , the subsequent findins showed that inspiring shared vision and contingent reward were prominent predicators to outcome variables(three indicators of leadership effectiveness),when a regression was conducted to determine if any positive relationship existed between leadership behaviors and leadership effectiveness. The results of this study supported the following:(a)A leaderperformed both transformational and transactional leadership behaviors,meanwhile the transformational was the extension of the transactional leadership; (b)the level of leadership effectiveness was medium ,in which the achievement of organizational goals was best; (c)the differences of principals'' leadership behaviors with different leadership styles depended upon both transformational and transactional leadership behaviors; (d)the performance of transformational leadership ,and individual consideration、intellectual stimulation、contingent reward、and active management by exception depended upon different antecedent variables; (e)considering leadership effectiveness , inspiring shared vision and charisma were the most important transformational leadership behaviors; (f)considering leadership effectiveness , contingent reward and active management by exception were the most important transactional leadership behaviors;(g)the leadership effectiveness could be enlarged while applying contingent reward and active management by exception with the help of transformational leadership; and (h)the results supported that the most effective principals were those scored highly both on transformational and transactional leadership. Finally , the study concluded with theoretical implications , suggestions for future research , and recommendations to principals , and educational administration faculties.
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