A research on training of the task execution capability of the juvenilizing public school leader

公立学校青少年领导者任务执行能力培养研究

• 批准号: 08610298
• 负责人: SAKAMOTO Takanori
• 金额: $ 1.34万
• 依托单位: National Institute for Educational Research
• 依托单位国家: 日本
• 项目类别: Grant-in-Aid for Scientific Research (C)
• 财政年份: 1996
• 资助国家: 日本
• 起止时间: 1996 至 1997
• 项目状态: 已结题
• 来源: https://kaken.nii.ac.jp/grant/KAKENHI-PROJECT-08610298/
• 关键词: principal; vice-principal; capability; development; leadership; conflict; school leader; communication; 組織風土; モラール; 学校文化

The following three accounts result from our literature research and survey research.(i) As for a vice-principal, his/her role as a management level is to arrange school affairs which let him/her to assist a principal. His/her concrete works are as follows : to instruct and give his/her advice to teachers and staff ; to enhance communication among teachers or between a principal and teachers ; to promote teachers and staff work ethic ; to solve conflict among teachers and staff ; to giver his/her advice to a principal. Taking these vice-principal's roles mentioned above into consideration, the point to clarify here is that it is necessary for a vice-principal to improve his/her capability to draw up a set of plan and to deal with difficulties in school.(ii) With regard to a principal, according to a result of a survey concerning image of principal's leadership, both principal himself/herself and teachers regarded the human relations as the most important matter of the management to be … More considered in school. This indicates that a school leader is required to have a human-relations oriented management style rather than a function-oriented style.(iii) Regarding both a principal and vice-principal, youth agezation is advancing and the increase in the appointment to a vice-principal and the increase in the appointment to a female vice-principal are remarkable. Therefore, an improvement of the appointment systems, such as reduction in the eligibility requirements for an examination of managerial position, and an improvement of the system about cultivation, appointment, and training of a managerial position are needed. In order to specially promote research and development of the training program for raising the job execution capability of younger age group managerial position, and appointment of a woman in managerial position, reservation of the opportunity of the appointment to a curriculum coordinator layer is needed. Moreover, shortening of the reduction in the appointment age to a managerial position and the appointment period to the successful candidate of a managerial position examination serves as a subject. Less

本文通过文献研究和问卷调查，得出以下三点结论。(i)至于副校长，他/她作为管理层的角色是安排学校事务，让他/她协助校长。其具体工作包括：指导和建议教师和工作人员;加强教师之间或校长与教师之间的沟通;促进教师和工作人员的职业道德;解决教师和工作人员之间的冲突;向校长提出建议。考虑到上述副校长的角色，这里要澄清的一点是，副校长有必要提高他/她制定一套计划和处理学校困难的能力。(ii)就校长而言，一项关于校长领导形象的调查结果显示，校长本人和教师都认为人际关系是学校管理的重中之重， ...更多信息 在学校考虑。这表明学校领导者需要有一个以人际关系为导向的管理风格，而不是以职能为导向的风格。(iii)就校长和副校长而言，青年年龄化正在推进，任命副校长和任命女副校长的人数显著增加。因此，需要改进任用制度，如降低管理职位的考试资格要求，改进管理职位的培养、任用和培训制度。为了特别促进研究和制定培训方案，以提高较年轻年龄组管理职位的工作执行能力，并任命妇女担任管理职位，需要保留任命课程协调员一级的机会。此外，缩短管理职位的任用年龄和管理职位考试合格候选人的任用期也是一个主题。少