A Study of Relationships between the Power Use of Principals and Political Behaviors of Directors in Vocational Senior High Schools

• Main Authors: Tsong- Lang Chen, 陳聰浪
• Other Authors: 張火燦
• Format: Others
• Language: zh-TW
• Published: 1999
• Online Access: http://ndltd.ncl.edu.tw/handle/67521618881155670760

博士 === 國立彰化師範大學 === 工業教育學系 === 87 === This research was to study the relationships between the power use of principals and political behaviors of directors in vocational senior high schools. It was expected that the results could be used as practical implications for the administrative leadership in schools. The research examined selected prior studies on the theory of power use, the excise patterns of power, the factors related to the power use patterns and the political behaviors in organizations. Through careful and critical review, it would provide a theoretical framework for the study. To obtain experimental data, a measuring instrument was designed to elicit information on the interactive behaviors between the principals and the directors. To ensure empirical validity and reliability, a pilot test was conducted after the instrument was modified with input from experts. The subjects involving in the study were selected by the stratified sampling method. They were the directors evenly distributed from 15 pubic and 15 private vocational high schools in Taiwan. Of a total of 279 samples participated by mail, 232 questionnaires were responded; i. e. the returned rate was 83.2%. After carefully evaluating, the study obtained 217 available samples. The data were analyzed to test the hypothesis using statistical procedures, which were one-way multivariate analysis, discrimination analysis, canonical analysis, and path analysis statistical methods. The conclusions of this research were stated as follows: 1. The political behaviors of directors were positively and significantly correlated with the "dis playing charisma" and "incurring favor" of principals. 2. The power use of principals caried with school size, school affiliated, school culture, decision-making involved, sex, position, power need. and locus of control. 3.The politicad behaviors of directors vareied with the varables school affiliated, school culture, decision-making involed, position, power need and locus of contion. 4.The variables-principals'''' power use, adminitsrators'''' personal background, political perception and politicu behaviors-served as indicators to predict the sequence of occurrences. According to the results described above, the research suggested the following implications for the administrative leadership in school and the further study. 1. To reinforce professional leadership and downplay personal manipulation in school affairs. 2.To practice shared power instead of authoritarianism. 3. To create cooperative visions rather than supervision. 4. To build an open-minded communication net and eliminate the collision within organization. 5. To treat the involvement of decision-making cautiously and assure the decision effectiveness. 6.To emphasize the method of qualitative research and promote the integrity of research.