يعرض 1 - 6 نتائج من 6 نتيجة بحث عن '"教師信任"', وقت الاستعلام: 0.35s تنقيح النتائج
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    Dissertation/ Thesis

    المؤلفون: 徐華鮮, Hsu, Hua-Hsien

    المساهمون: 吳政達 侯永琪

    وصف الملف: 3870809 bytes; application/pdf

    Relation: 壹、中文部分\n*吳政達(2019)。國中校長真誠領導、教師心理資本與工作投入關係之研究:信任的中介效果分析。臺東大學教育學報,30(1),1-31。\nhttps://doi.org/10.3966/102711202019063001001\n李茂能(2015)。傳統整合分析理論與實務:ESS & EXCEL。五南。\n李新民、朱芷萱(2012)。真誠領導的測量與相關後果變項初探。樹德科技大學學報,14(1),341-366。https://doi.org/10.29648/JSTU.201201.0004\n秦夢群(2019)。教育領導理論與應用。五南。\n張紹勳(2014)。Meta分析實作:使用Excel與CMA程式。五南。\n陳景祥(2019)。R軟體:應用統方法。臺灣東華。\n*馮丰儀、楊宜婷(2015)。我國國民小學校長真誠領導與教師信任關係之研究。臺北市立大學學報,46(2),1-33。\nhttps://doi.org/10.6336/JUT.4602.001\n*喬紅曉、張鵬濤(2013)。誠信領導對教師工作投入的影響–教師職業認同的中介作用。管理學家學術版,5,62-70\n\n貳、英文部分\n*Adil, A., & Kamal, A. (2016). Impact of psychological capital and authentic leadership on work engagement and job related affective well-being. Pakistan Journal of Psychological Research, 31(1), 1-21.\n*Adil, A., & Kamal, A. (2018). Impact of perceived authentic leadership and psychological capital on burnout: Mediating role of psychological ownership. Psychological Studies, 63(3), 243-252. https://doi.org/10.1007/s12646-018-0446-x\n*Adil, A., Kamal, A., & Shujja, S. (2019). Perceived authentic leadership in relation to in-role and extra-role performance: A job demands and resources perspective. Journal of Behavioural Sciences, 29(1), 53-71.\n*Adil, A., & Kamal, A. (2020). Authentic leadership and psychological capital in job demands-resources model among Pakistani university teachers. International Journal of Leadership in Education, 23(6), 734-754. https://doi.org/10.1080/13603124.2019.1580772\nAgezo, C. K. (2010). Why teachers leave teaching: The case of pretertiary institutions in Ghana. International Journal of Educational Reform, 19(1), 51-69. https://doi.org/10.1177/105678791001900104\n*Akkakanjanasupar, P., Leksansern, A., & Longpradit, P. (2022). Role of psychological capital as a mediator between authentic leadership and learning organization in Bangkok Metropolitan Schools: A causal relationship model. Educational Administration: Theory and Practice, 28(1), 47-63. https://doi.org/10.17762/kuey.v28i01.323\n*Alazmi, A. A., & Al-Mahdy, Y. F. H. (2022). Principal authentic leadership and teacher engagement in Kuwait’s educational reform context. Educational Management Administration & Leadership, 50(3), 392-412.https://doi.org/10.1177/1741143220957339\n*Albashiti, B., Hajjaj, K., & Thabet, W. (2017). Authentic leadership and Organizational commitment: The mediating role of positive psychological capital case of Alazhar University—Gaza. IOSR Journal of Business and Management, 19(10), 48-55. https://doi.org/10.9790/487X-19100XXXXX\n*Ali, A., Haq, F., Bashir, M., Anjum, N., Ullah, M., & Ali, N. (2022). Is psychological capital a mediator between authentic leadership and job performance among teachers of private sector universities of Pakistan?Journal of Positive School Psychology, 6(10), 1164-1175.\n*Alinezhad, M., Abbasian, H., & Behrangi, M. R. (2015). Investigating the effects of authentic leadership of managers on organizational commitment of teachers with organizational justice as the mediator variable. Ciência e Natura, 37(1), 407-416. https://doi.org/10.5902/2179460X20871\nAllen, N. J., & Meyer, J. P. (1993). Organizational commitment: evidence of career stage effects? Journal of business research, 26(1), 49-61.https://doi.org/10.1016/0148-2963(93)90042-N\nAllen, N. J., & Meyer, J. P. (1996). Affective, continuance, and normative commitment to the organization: An examination of construct validity. Journal of vocational behavior, 49(3), 252-276.\nhttps://doi.org/10.1006/jvbe.1996.0043\n*Aria, A., Jafari, P., & Behifar, M. (2019). Authentic Leadership and Teachers` Intention to Stay: The Mediating Role of Perceived Organizational Support and Psychological Capital. World Journal of Education, 9(3), 67-81.https://doi.org/10.5430/wje.v9n3p67\nAvey, J. B., Luthans, F., & Jensen, S. M. (2009). Psychological capital: A positive resource for combating employee stress and turnover. Human resource management, 48(5), 677-693. https://doi.org/10.1002/hrm.20294\nAvolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), 801-823. https://doi:10.1016/j.leaqua.2004.09.003\nAvolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338. https://doi.org/10.1016/j.leaqua.2005.03.001\nBakker, A. B., Schaufeli, W. B., Leiter, M. P., & Taris, T. W. (2008). Work engagement: an emerging concept in occupational health psychology. Work & Stress, 22(3), 187-200. https://doi.org/10.1080/02678370802393649\nBamford, M., Wong, C. A., & Laschinger, H. (2013). The influence of authentic leadership and areas of worklife on work engagement of registered nurses. Journal of Nursing Management, 21(3), 529-540.\nhttps://doi.org/10.1111/j.1365-2834.2012.01399.x\nBandura, A. (1977). Self-efficacy: toward a unifying theory of behavioral change. Psychological review, 84(2), 191-215. https://doi.org/10.1037/0033-295x.84.2.191\nBanks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 27(4), 634-652. https://doi.org/10.1016/j.leaqua.2016.02.006\nBass, B. M. (1985). Leadership: Good, better, best. Organizational Dynamics, 13(3), 26-40. https://doi.org/10.1016/0090-2616(85)90028-2\nBegley, P. T. (2001). In pursuit of authentic school leadership practices. International Journal of Leadership in Education, 4(4), 353-365. https://doi.org/10.1080/13603120110078043\nBegley, P. T., & Johansson, O. (Eds.). (2003). The ethical dimensions of school leadership. Studies in educational leadership(Vol.1). Springer Dordrecht. https://doi.org/10.1007/0-306-48203-7\nBegley, P. T. (2006). Self-knowledge, capacity, and sensitivity: Prerequisites to authentic leadership by school principals. Journal of Educational Administration, 44(6), 570-589. https://doi:10.1108/09578230610704792\nBhindi, N., & Duignan, P. (1997). Leadership for a new century: Authenticity, intentionality, spirituality, and sensibility. Educational Management and Administration, 25(2), 117-132.\nBlau, P. M. (1964). Exchange and Power in Social Life. New York: John Wiley & Sons.\nBird, J. J., Wang, C., Watson, J. R., & Murray, L. (2009). Relationships among principal authentic leadership and teacher trust and engagement levels. Journal of School Leadership, 19(2), 153-171.\nhttps://doi.org/10.1177/105268460901900202\nBird, J. J., Chuang, W., Watson, J., & Murray, L. (2012). 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Journal of Leadership & Organizational Studies, 15(3), 227-240. https://doi.org/10.1177/1548051808326596\nChew, J., & Chan, C. C. A. (2008). Human resource practices, organizational commitment and intention to stay. International Journal of Manpower, 29(6), 503-522. https://doi.org/10.1108/01437720810904194\nCohen, J. (1992). A power primer. Psychological Bulletin, 112(1), 155-159.\nConn, V. S., & Armer, J. M. (1996). Meta-analysis and public policy: Opportunity for nursing impact. Nursing Outlook, 44(3), 267-271.\nCooper, H., & Hedges, L. V. (1994). The handbook of research synthesis. New York: Russell Sage Foundation.\nDeci, E. L., Olafsen, A. H., & Ryan, R. M. (2017). Self-determination theory in work organizations: The state of a science. Annual review of organizational psychology and organizational behavior, 4(1), 19-43.\nhttps://doi.org/10.1146/annurev-orgpsych-032516-113108\nDienesch, R. M., & Liden, R. C. (1986). Leader-member exchange model of leadership: A critique and further development. Academy of management review, 11(3), 618-634. https://doi.org/10.5465/amr.1986.4306242\nDinham, S. (2005). Principal leadership for outstanding educational outcomes. Journal of educational administration, 43(4), 338-356. https://doi.org/10.1108/09578230510605405\nDirks, K. T., & Ferrin, D. L. (2001). The role of trust in organizational settings. Organization science, 12(4), 450-467. https://doi.org/10.1287/orsc.12.4.450.10640\nDirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611-628. https://doi.org/10.1037//0021-9010.87.4.611\nDuignan, P. A. (2014). Authenticity in educational leadership: history, ideal, reality. Journal of Educational Administration, 52(2), 152-172. https://doi.org/10.1108/JEA-01-2014-0012\nErickson, R. J. (1995). The importance of authenticity for self and society.\nSymbolic Interaction, 18, 121-144.\nEdwards, L. M. (2009). Hope. In S. J. Lopez (Ed.).The encyclopedia of positive psychology (pp. 487-491). Oxford:Wiley-Blackwell\n*Erkutlu, H., & Chafra, J. (2013). Effects of trust and psychological contract violation on authentic leadership and organizational deviance. Management Research Review. https://doi.org/10.1108/MRR-06-2012-0136\nEva, N., Robin, M., Sendjaya, S., Van Dierendonck, D., & Liden, R. C. (2019). Servant leadership: A systematic review and call for future research. The Leadership Quarterly, 30(1), 111-132.\nhttps://doi.org/10.1016/j.leaqua.2018.07.004\n*Feng, F. I. (2016). School principals` authentic leadership and teachers` psychological capital: Teachers` perspectives. International Education Studies, 9(10), 245-255. https://doi.org/10.5539/ies.v9n10p245\n*Fox, J., Gong, T., & Attoh, P. (2015). The impact of principal as authentic leader on teacher trust in the K‐12 educational context. Journal of Leadership studies, 8(4), 6-18. https://doi.org/10.1002/jls.21341\nGardner, W. L., Avolio, J. B., Luthans, F., May, D. R., & Walumbwa, F. (2005). Can you see the real me? A self-based model of authentic leader and follower development. The Leadership Quarterly, 16(3), 343-372.\nhttps://doi.org/10.1016/j.leaqua.2005.03.003\nGardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly, 22(6), 1120-1145. https://doi.org/10.1016/j.leaqua.2011.09.007\nGeorge, W. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. San Francisco: Jossey-Bass.\nGerstner, C. R., & Day, D. V. (1997). Meta-Analytic review of leader-member exchange theory: Correlates and construct issues. Journal of applied psychology, 82(6), 827-844.\nGreenleaf, R. K. (2002). 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Enrichment: Journal of Management, 12(5), 3486-3493. https://doi.org/10.35335/enrichment.v12i5.828\nHobfoll, S. E. (2001). The influence of culture, community, and the nested-self in the stress process: Advancing conservation of resources theory. Applied Psychology, 50(3), 337-421. https://doi.org/10.1111/1464-0597.00062\nHoffman, J., Sabo, D., Bliss, J., & Hoy, W. K. (1994). Building a culture of trust. Journal of School Leadership, 4(5), 484-501. https://doi.org/10.1177/105268469400400503\n*Hou, Y., Song, J., & Li, H. (2020). Authentic leadership and teachers’ ‘green’ knowledge management in higher education-mediating effect of trust. Journal of Environmental Protection and Ecology, 21(6), 2381-2388.\nIlies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader-follower outcomes. The Leadership Quarterly, 16(3), 373-394.\nhttps://doi.org/10.1016/j.leaqua.2005.03.002\n*Iqbal, Z. A., Ali, M., Zafar, R., Hassan, Q., & Rukh, L. (2020). Authentic leadership effects on job satisfaction and organizational commitment: Mediating role of leader member exchange. International Journal of\nInformation, Business and Management, 12(4), 185-199.\n*Iqbal, Z. A., Ali, M., Zafar, R., Hassan, Q., & Rukh, L. (2022). Authentic leadership effects on job satisfaction and organizational commitment: Mediating role of leader member exchange. International Journal of\nInformation, Business and Management, 14(1), 64-80.\nJensen, S. M., & Luthans, F. (2006). Relationship between entrepreneurs` psychological capital and their authentic leadership. Journal of managerial issues, 18(2), 254-273. https://www.jstor.org/stable/40604537\n*Jung, J. Y. (2022). The effect of authentic leadership of deans and directors on sustainable organizational commitment at universities: Mediated by organizational culture and trust. Sustainability, 14(17), 11051.\nhttps://doi.org/10.3390/su141711051\nKahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692-724.\nKernis, M. H. (2003). Toward a conceptualization of optimal self-esteem. Psychological inquiry, 14(1), 1-26.\nKernis, M. H., & Goldman, B. M. (2006). A multicomponent conceptualization of authenticity: Theory and research. In M. P. Zanna (Ed.). Advances in experimental social psychology, 38, 283-357. San Diego: Academic Press.\n*Kiliç, M. Y., & Yavuz, M. (2021). The evaluation of authentic leadership in terms of trust in manager and schools’ levels of openness to change. Cukurova University Faculty of Education Journal, 50(2), 1033-1068.\nhttps://doi.org/10.14812/cuefd.863251\nKim, J. S., Park, J. G., & Park, H. J. (2022). Linking authentic leadership with employee initiative behavior and task performance: the mediating role of emotional sharing and communication satisfaction. 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Academy of Management Perspectives, 16(1), 57-72. https://doi.org/10.5465/ame.2002.6640181\nLuthans, F. (2002b). The need for and meaning of positive organizational behavior. Journal of Organizational Behavior, 23(6), 695-706. https://doi.org/10.1002/job.165\nLuthans, F., & Avolio, B. J. (2003). Authentic leadership development. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.). Positive organizational scholarship (pp. 241-258). San Francisco, CA: Berrett-Koehler.\nLuthans, F., Avolio, B. J., Walumbwa, F. O., & Li, W. (2005). The psychological capital of Chinese workers: Exploring the relationship with performance. Management and organization review, 1(2), 249-271.\nhttps://doi.org/10.1111/j.1740-8784.2005.00011.x\nLuthans, F., Avolio, B. J., Avey, J. B., & Norman, S. M. (2007). Positive psychological capital: Measurement and relationship with performance and satisfaction. 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(1991). Effect sizes: Pearson`s correlation, its display via the BESD, and alternative indices. American Psychologist, 46(10), 1086-1087.\nRousseau, D. M., Sitkin, S. B., Burt, R. S., & Camerer, C. (1998). Not so different after all: A cross-discipline view of trust. Academy of Management Review, 23(3), 393-404. https://doi.org/10.5465/amr.1998.926617\n*Saeed, S., & Riasat Ali, P. D. (2018). Exploring authentic leadership in relation to work engagement in public and private sector universities. Journal of Applied Environmental and Biological Sciences, 8(2), 59-67.\n*Salahuddin, S., Alam, M. M., Zakir, M., Shah, I., & Iqbal, T. M. M. (2022). Impact of Organizational Justice on Job Performance among Teachers of Private Sector Universities, Pakistan: Authentic Leadership and Psychological Capital as Mediators. Central European Management Journal, 30(4), 1225-1232.\nhttps://doi.org/10.57030/23364890.cemj.30.4.124\nSammons, P., Gu, Q., Day, C., & Ko, J. (2011). 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    Dissertation/ Thesis