특수학교장의 변혁적 리더십, 학교조직문화와 학교경영효과성간의 인과관계

Abstract

ABSTRACT

Causal Relationship among Principals' Transformational Leadership, Organizational Culture, and Effectiveness of School Management in Special Education Schools

Lee Sun Jae Advisor: Prof., Kim Nam-soon, Ph.D. Department of Special Education, Graduate School of Chosun University

The purpose of this study was to analyze causal relationship among principals' transformational leadership, organizational culture - which have a positive effect to activities of members of the school, attitudes, values, beliefs, and individual members, and the entire organization, goals, goals for development and organizational development - and effectiveness of school management in special education schools. The specific research questions were as follows: First, how did the special teachers perceived about transformational leadership, organizational culture, and effectiveness of school management in special education schools? Second, to what extent is the correlation among the special teachers perceived the relevance about transformational leadership, organizational culture, and effectiveness of school management in special education schools? Third, to what extent is the casual relationship between the special teachers perceived the relevance about transformational leadership, organizational culture, and effectiveness of school management in special education schools? In this study, 528 special teachers were selected in Gwang-Ju and Chonnam Province, Likert 5 step 3 type rating scale (Principal transformational leadership, school organization culture, school management effectiveness) consisting of 376 copies were collected by distributing questionnaires. In order to answer the three research questions, a three step process was employe. First, before beginning main analyses, Cronbach's a was used to evaluate items used in this study. Second, a series of t test and f test was performed to examine the difference on principal transformational leadership, school organization culture, school management effectiveness. Third, multiple regression analyses using Enter was used to identify factor that affect principal transformational leadership andschool management effectiveness. Fourth, structural equation modeling was performed to examine the relationship among principal transformational leadership, school organization culture, school management effectiveness. All models were estimated using maximum likelihood estimation procedures. Based on the results of this study, the following conclusions were drawn. First, principal's transformational leadership needs the more intellectual stimulation to teacher who have more career, and the more charisma and personal care to teacher who worked at rural areas and more class. In addition, organizational culture and hierarchy culture are more highly recognized in private schools than public schools and in rural areas than cities. Meanwhile, teachers were more highly perceived effect of the school management in rural areas than cities, the school curriculum in private schools than public schools. low-career-teachers were more satisfied about job than high-career-teachers. Second, transformational leadership, organizational culture, and effectiveness of school management closely related to each other in special education schools. Transformational Leadership was associated with group and innovation culture, charisma factor that can affect the school organizational culture. Meanwhile, the group and innovation culture could affect effectiveness of school management. Third, the principal's transformational leadership could affect group and innovation culture in special schools. In addition, charisma and intellectual stimulation in transformational leadership could provide a positive impact to effectiveness of school management. Fourth, strong causal relationships were founded among transformational leadership, organizational culture, and effectiveness of school management in group and innovation culture rather than rational culture and hierarchy culture. Therefore, on the basis of transformational leadership, principals should need to get done quantitative and qualitative developments of special education through increasing effectiveness of school management. Meanwhile, discussion and conclusions based on the limitations of this study to complement the more advanced proposals for future research are as follows. First, it was assumed to be that transformational leadership and school organization culture were cause about effectiveness of school management in this study, but verification of these causality is only possible through a series of experiments on the materials, so this research needs to be revised. Therefore, transformational leadership, organizational culture, and effectiveness of school management were also used to examine the causal relationship between these factors and additional research is necessary to be done by outcome evaluation. Second, this study in a particular area to work in a special school principals' transformational leadership for teachers, school organization, culture, schools, and thus the relationship between management effectiveness is the empirical study. Consequently, to generalize the results of this study, no issue may be raised. Therefore, it is needed to identify causal effects through comparing regular schools and special schools in subsequent studies. Third, this study of the principal transformational leadership to the school of management effectiveness of school organization and culture was treated as a mediating variables, it did not review the mutual influence of transformational leadership and organizational culture to effectiveness of school management. Therefore, further research is needed to explore how interrelationship between the principal variables and school organization culture variables would impact on effectiveness of school management. Fourth, the various factors could affect to effectiveness of school management. In this study transformational leadership, organizational culture were only selected. Different variables that affect effectiveness or efficiency of school management would be investigated. These variables will results in enhancing the effectiveness of school management.