一位初任校長決定的案例省思

初任校長在校務領導與行政決定的視野廣度、思慮深度、經驗智慧，通常會明顯不足。本個案研究初任校長，在忽視成員夥伴面對風災危機時的迫切心態，錯失爭取全體夥伴認同新校長領導的機會後，又遇到處理校園修樹等事件，行政決定不夠周延，未能做好上下溝通…之際。研究者以「領導者變革態度造成學校危機」之學校案例為反例，再再提醒面對學校問題時，身為學校領導者該有的行動智慧及行動決定。其實，機會是掌握在學校領導者的智慧決定，若是自己仍在終生學習的教育生涯路上，應該是要隨時為自己適時增加學習成長的累積智慧、領導智能及行政判斷能力，才能面對多元多變的新服務環境與時代趨勢。

關鍵字

初任校長；風災危機；行動決定

並列摘要

Beginning principals usually don't have enough wide vision, depth of thought, experience and wisdom of school leading and decision making. After ignoring teachers and staff in urgent need when they faced typhoon disaster, they lost the opportunity to let the whole school's membership agree with the new principal's leadership. This case study's beginning principal didn't make satisfactory administrative decision like deal with campus tree pruning, and didn't have good communication with teachers. Researchers used ＂The leader's reform attitude caused school crisis＂ school case as a counterexample to remind us. When we face school problems, school leaders should have their own wisdom for action and decision for action. Actually, the opportunity depends on how school leaders make wise decisions. If we are on the way of career education in lifelong learning, we should accumulate wisdom, increase leadership intelligence and the ability of administrative judgment. Then we can face multiple new working environments and times.