A development of leadership model for middle administrators in Saint Gabriel Foundation Schools in Thailand
A development of leadership model for middle administrators in Saint Gabriel Foundation Schools in Thailand
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Assumption University
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eng
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Assumption University. Graduate School of Education
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Scholar: AU Graduate School of Education Journal 4, 2 (December 2012), 61-67
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Abstract
This study aimed 1. To identify the most desirable
leadership characteristics of Middle Administrators of Saint
Gabriel Foundation schools in Thailand. 2. To explore the
leadership characteristics of Middle Administrators of Saint
Gabriel Foundation Schools in Thailand. 3. To develop a
model to enhance leadership of Middle Administrators in
Saint Gabriel Foundation Schools in Thailand. The
qualitative and quantitative methods were applied during the
study. Content analysis, questionnaire, and focus group were
took place in order to find out and to identify the most
desirable leadership characteristics and practices of
administrators, explore the leadership characteristics and
practices of administrators, develop the model to enhance
leadership characteristics and practices of administrators of
Saint Gabriel Foundation Schools in Thailand later on.
The participants of the study were 1,180 teachers
from 11 schools of Saint Gabriel Foundation in Thailand.
The frequency, percentage and the modified (PNI) were
used in the research processes to find out the priority
needs. The findings of the study namely: 1) Courage; act
or do something because it is right, correct, and necessary,
even if it is difficult, unpopular, or distasteful to
implement, informs others if they do something not
appropriate or not right, tells others what he/she thinks not
what they want to hear, identifies frustrating behaviors of
others, and asks for advice when facing problems. 2)
Creative; rethinking design, creating new value is perhaps
the most important behavior for the long-term health of an
organization, also builds an ideas of others, changes
his/her ways of working, searches for new information,
not using existing information, and has different ideas
respectively. 3) Confidence; the ability to be certain about
one’s competencies and skills. It includes a sense of
self-esteem and self-assurance and the belief that one can
make a difference. Leadership involves influencing others,
and self- confidence allows the leader to feel assured that
his or her attempts to influence others are appropriate and
right., 4) Caring; notice what their people are doing, and
not just what they're doing "right" or "wrong",
understand how everything that each team member does
relates to the team's mission, goals and standards for
performance. It includes knowing strengths and weakness
of others to help them develop or improve and gives
consideration to others.
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In English ; only abstract in English.
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Thailand
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