大學系所主管圖像、挑戰與培訓－以一所國立大學為例

Academic Leadership in Public Universities - The Case of a National University

許添明(Tian-Ming Sheu) ； 陳玉娟(Yu-Chuan Chen) ； 余穎麒(Patricia Yu) ； 商雅雯(Ya-Wen Shang)

《教育實踐與研究》 33卷1期 (2020/06) Pp. 1-31

摘要

高等教育機構迎接革新挑戰之際，研究顯示系所主管效能牽動大學整體表現。在臺灣領導研究多以中小學為主，大學系所主管因應環境變遷的研究卻付之闕如，又國立大學系所主管選薦制度未臻完善，相關議題探索已是無可迴避的責任。本研究透過訪談一所國立綜合型大學系所主管與行政主管，勾勒系所主管角色職責與期待，工作歷程面臨的問題與挑戰，影響其行政效能的因素，並探究系所主管因應問題與挑戰所需的支持與培訓方案。研究結果發現，理想的大學系所主管應具備工作熱忱、同理心、公平公開及人際溝通能力，當前面臨經費、招生、教師權益及師生關係衝突等問題，同時須因應環境變遷迎來師資規劃、學生發展與學校轉型等挑戰，又受限於個人與制度層面因素影響其行政效能，並依據結果對系所主管選薦制度及培訓方案提出建議。本研究之貢獻在於補足我國大學系所主管配合目前高教革新的領導研究的缺口，特別是系所主管由傳統學術角色逐漸過渡到行政領導角色所面臨的問題與挑戰，以及為提升系所主管重視自身的角色職責、凝聚系所主管對校務發展方向的認同所需要的支持與培訓方案。

關鍵字

系所主管 ； 高等教育 ； 領導發展

並列摘要

As higher education faces challenges in driving innovation, the effectiveness of academic leaders affects an institution's overall performance. In Taiwan, most of the leading research focuses on leadership in primary and secondary schools. In this study, we interviewed a public university's academic and administrative directors to outline the responsibilities and expectations of academic leaders, and investigated the problems and challenges that they faced during their work process to propose the support and leadership development needed for them to navigate through the obstacles and challenges. The results illustrate that an ideal academic leader should possess the following essential qualities and skills: enthusiasm, empathy, fairness and openness, and interpersonal communication skills. Academic leaders are faced with problems including budget, student enrollment, professors' rights, and conflicts between professors and students, and challenges resulting from social change, such as faculty recruitment, student career development, university transformation and self-efficacy in administration. According to these findings, we propose suggestions for revising election procedures of institutional leaders and a leadership development program. The study contributes to this research field by offering insights of the problems and challenges of transiting from a faculty member to an administrator and by proposing a support system to enhance department leaders' awareness of the importance of their roles and responsibilities in building consensus toward university development direction.

並列關鍵字

department head and director ； higher education ； leadership development program

參考文獻

黃建翔、吳清山（2016）。國民中小學校長永續領導指標及權重體系之建構。當代教育研究季刊，24（1），1-32。doi:10.6151/CERQ.2016.2401.01 [Huang, C. -H., & Wu, C. -S. (2016). The indicators and weight system of sustainable leadership for principals in elementary and junior high schools. Contemporary Educational Research Quarterly, 24(1), 1-32. doi:10.6151/CERQ.2016.2401.01]

許惠茹（2008）。校長領導學校本位課程永續發展經驗之探究。當代教育研究季刊，16（4），71-108。doi:10.6151/CERQ.2008.1604.03 [Hsu, H. -J. (2008). School-based curriculum sustainable development: The inquiry of principal’s leading experience. Contemporary Educational Research Quarterly, 16(4), 71-108. doi:10.6151/CERQ.2008.1604.03]

Anthony, S. G., & Antony, J. (2017). Academic leadership - special or simple. International Journal of Productivity and Performance Management, 66(5), 630-637. doi:10.1108/IJPPM-08-2016-0162

Davies, J., Hides, M. T., & Casey, S. (2001). Leadership in higher education. Total Quality Management, 12, 1025-1030. doi:10.1080/09544120120096197

De Boer, H., & Goedegebuure, L. (2009). The changing nature of the academic deanship. Leadership, 5(3), 347-364. doi:10.1177/1742715009337765