The Case Study on the principal’s and teachers’perception, perception gaps and responses to the Principal Leadership Behaviors in an Elementary School

• Main Authors: Chia-ming Li, 李嘉明
• Other Authors: Li-chuan Chiang
• Format: Others
• Language: zh-TW
• Online Access: http://ndltd.ncl.edu.tw/handle/29199974080175241973

碩士 === 國立臺南大學 === 教育經營與管理研究所碩士班 === 98 === The research aims to understand the principal’s , administrators’ and teachers’ perception, perception gaps and responds to the principal leadership behaviors. The case study is based on the elementary school in Chiayi county. By collecting all the information through interviews and questionnaires from the principal , administrator and teachers, I find the solutions to solve the problems. The main findings are as follows: 1.The principal in this case thinks his supportive behaviors and directive behaviors for the teachers are beyond the level of teachers’ perception but he doesn’ t think he has any restrictive behaviors toward to teachers or administrators. From the view point of the teachers or administrators , their perceptions of the principal’s supportive , directive and restrictive behaviors has variety responds. 2.The principal in this case thinks his supportive behavior , directive behavior and restrictive behavior are aggressive, well done with positive responds, but the administrators’ and teachers’ perception to the principal’s leadership have a totally different result. 3. The administrators and teachers can “sense” the leadership of the principal doesn’t mean they “completely agree with” the principal’s leadership behavior and they all have different points of view and comments. 4.From the perceptions of the administrators and teachers toward to the principal’s supportive behavior, directive behavior and restrictive behavior, there are differences among each behavior ,but it can not be judged the cases that affect their perception of the reasons for differences in principal leadership behavior. 5. The principal in this case showed his firm attitude when responding to the perception gaps about his leadership behavior from the administrators and teachers of the school. He thinks he gets improved better on the details of leading people and he is willing to adjust his attitude in order to get more agreements from his colleagues. Finally, according to the study results of this research, suggestions for the principals, teachers and administrators of elementary schools and for the further studies are proposed.