A Case Study of the Change Leadership of a Beginning Principal

• Main Authors: CHIAO, HSI CHANG, 焦熙昌
• Other Authors: Fang Der Long
• Format: Others
• Language: zh-TW
• Published: 2017
• Online Access: http://ndltd.ncl.edu.tw/handle/71416796505568644345

博士 === 國立高雄師範大學 === 教育學系 === 105 === Abstract Every school is a small society. Everything that occurs in the organization will influence its own system, where the interacting individuals within form conscious and behavioral connections, ones that are closely tied to its growth. Being a new principal of the old school, the researcher discovered that staff and faculty there did not have positive attitudes at work; what’s worse, they did their jobs superficially and perfunctorily. The rigid and passive administration delayed the implementation of administrative affairs. Their office inefficiencies have been a burden of administering school affairs. The writer played the role as an active researcher in the process of the study. He recorded the responses of related school colleagues, staff, and members by observing their reactions and taking down the dialogues among them. Also, the reflection, change, and the conceptualization and measurement of policies of the new principal in these events were recorded; meanwhile, the researcher brainstormed and adopted the innovation leadership with wisdom and action on his work and research. The reflection, change and adoption of strategic planning were faithfully narrated and logged as journals in the change process. Case study was the blueprint of this research; embarking on the problems in the case elementary school, leaders made the initial problem-solving plan and practiced it by understanding and the strategy of administrative operations. When other problems occurred, the school team regenerated strategies and re-administered them. Eventually, referring to the change leadership and creative administrative operations, the team tried to discover another replaceable and feasible solution. Being an active researcher, the writer interacted and clarified standpoints with the relevant staff and faculty. After a step-by-step exploration, the researcher comprehended the considerations of the members and clarified the multiple and respective essence of these events, so that he could make accurate, educational decisions. In the process of study, the researcher took two schools as negative examples– one was a school which needed to be reorganized and changed but didn't do it, and the other school was in danger due to wrong change attitudes of the leader. According to the cases above, the researcher was reminded that a leader needs to have wisdom for action when facing problems that a school might have. In fact, the chance of overcoming problems depends on the wisdom and behavior of principals. While still working as life-long educators, the principals should keep learning and accumulating wisdom at all times in order to face and catch up with the complex and changeable world. “As is the principal, so is the school.” These words indeed show the importance and specialty of principals. Every decision a principal makes is strongly correlated with others in the school. In this study, the researcher focused on his job performance and delineated the change diary, which shared his perspectives and the process of how the researcher successfully employed the strategies of changed leadership and creative management on school organizational operation and development, and finally acquired the positive effects. The researcher provided his experiences to other new principals with the same difficulties, so it can be a reference for their school management. With these observations, the researcher hoped that others who manage the school for the first time can consult this report as a reference for their reflection and growth.