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    政大機構典藏 > 教育學院 > 教育學系 > 學位論文 >  Item 140.119/147251
    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/147251


    Title: 國民小學校長轉型領導與學校效能、 教師組織承諾、工作滿意度相關研究之後設分析
    Meta-analysis of Studies on the Relationship among Elementary School Principals` Transformational Leadership and School Effectiveness, Teachers` Organizational Commitment, and Job Satisfaction
    Authors: 周碧惠
    Chou, Pi-Hui
    Contributors: 郭昭佑
    Guo, Chao-Yu
    周碧惠
    Chou, Pi-Hui
    Keywords: 工作滿意度
    文獻計量分析
    後設分析
    組織承諾
    轉型領導
    job satisfaction
    bibliometric analysis
    meta-analysis
    organizational commitment
    transformational leadership
    Date: 2023
    Issue Date: 2023-09-01 16:16:56 (UTC+8)
    Abstract: 本研究以國內有關「國民小學校長轉型領導與學校效能、教師組織承諾、工作滿意度相關研究」之博碩士論文及期刊為主要研究對象;研究目的主要探究校長轉型領導與學校效能、教師組織承諾、教師工作滿意度之間的相關性,以其相同或相似者文獻為研究樣本,採後設分析法,探求彼此關聯強度及方向。研究發現:

    一、校長轉型領導與學校效能、教師組織承諾、教師工作滿意度之研究樣本現況
    總體文獻呈現以博碩士論文為主,共40篇報告,陳述42個相關性;發表時間由2001年至2020年;研究樣本以女性受試者偏多。

    二、校長轉型領導與學校效能、教師組織承諾、教師工作滿意度之關聯強度
    (一)校長轉型領導與學校效能具高度正相關。
    (二)校長轉型領導與教師組織承諾具高度正相關。
    (三)校長轉型領導與教師工作滿意度具高度正相關,且高於與學校效能、教師組織承諾關係。

    三、校長轉型領導與學校效能、教師組織承諾、教師工作滿意度之調節結果
    (一)「研究年代」是校長轉型領導與學校效能、教師組織承諾、教師工作滿意度之間的調節變項。
    (二)「研究地區」是校長轉型領導與學校效能、教師工作滿意度之間的調節變項,並非與教師組織承諾之間的調節變項。
    (三)受試者「性別」(男性占比)是校長轉型領導與學校效能之間的調節變項,並非與教師組織承諾和教師工作滿意度之間的調節變項。

    最後,建議校長宜善加運用並實踐轉型領導策略,培養並發展對各種情境的洞察力、敏銳回應、共構願景能力,從而改變並有效提升轉型領導策略作為的更高成效。
    This study takes the domestic doctoral dissertation, master’s thesis and journals on "Principals’ Transformation Leadership and School Effectiveness, Teachers’ Organizational Commitment, and Job Satisfaction" as the main research objects. The purpose of the research is to explore the correlation between principal’s transformational leadership and school effectiveness, teachers’ organizational commitment, and teachers’ job satisfaction. Using the same or similar literature as the research sample, and meta-analysis method is used to explore the strength and direction of thier correlation. The study found that:

    1.Overview of research samples on principals’ transformational leadership and school effectiveness, teachers’ organizational commitment, and teachers’ job satisfaction
    The research samples were mainly doctoral dissertations and master’s theses. A total of 40 reports, stating 42 correlations, were published from 2001 to 2020. These research samples were mostly female subjects.

    2.The correlation strength between principals’ transformational leadership and school effectiveness, teachers’ organizational commitment, and teachers’ job satisfaction
    (1)Principals’ transformational leadership is highly positively correlated with school effectiveness.
    (2)Principals’ transformational leadership is highly positively correlated with teachers’ organizational commitment.
    (3)Principals’ transformational leadership is highly positively correlated with teachers’ job satisfaction, and higher than that with school effectiveness and teachers’ organizational commitment.

    3.Results of moderating analysis of principals’ transformational leadership and school effectiveness, teachers’ organizational commitment, and teachers’ job satisfaction
    (1)"Research age" is a moderating variable between principals’ transformational leadership and school effectiveness, teachers’ organizational commitment, and teachers’ job satisfaction.
    (2)"Research area" is a moderating variable between principals’ transformational leadership, school effectiveness, and teachers’ job satisfaction, but not a moderating variable between teachers’ organizational commitment.
    (3)The subject "gender" (proportion of males) is a moderating variable between principals’ transformational leadership and school effectiveness, but not a moderating variable between teachers’ organization commitment and teachers’ job satisfaction.

    Finally, it is recommended that principals should make good use of and practice transformational leadership strategies. Cultivate and develop the ability to perceive various situations, respond sensitively, and jointly construct visions, so as to change and effectively enhance the higher effectiveness of transformational leadership strategis.
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