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This study aims to explore the researcher's leadership behavior during the tenure of the principal, explore the actions displayed in the leadership practice, the difficulties and challenges faced by the leader, and the coping strategies, and summarize the successful paradigms of the interviewed excellent principal school leaders .
In order to achieve the above research purpose, this research adopts the qualitative research interview method, through the interviews of three outstanding principals, supplemented by interview content, to collect, analyze and summarize relevant data, and put forward relevant suggestions based on the research results for other Principal's reference.
Based on the comprehensive interview results and the inductive analysis of the researcher’s experience, the principal needs to build a team consensus when leading the school’s vision and direction, convey core values, provide curriculum and teaching support systems, enrich learning connotations, ensure teaching quality, and establish a school’s reputation and reputation. Brand, in order to realize the vision of the school. When developing school vision strategies, support and encouragement should be given to the team, a caring and trusting campus culture should be established, and school affairs can be promoted smoothly by leading educational reforms. When school leaders face difficulties and challenges, it is not easy to build team harmony and under the impact of the declining birthrate in the general environment, they need to enrich their education, build leadership arguments, and establish a supportive organizational division of labor to strengthen the effectiveness of school operations and create A campus atmosphere with a sense of common prosperity transforms difficulties and challenges and enables sustainable school management.
During the tenure of the principal of the researcher, from increasing the number of classes with good performance in running the school to optimizing the team for reducing the birth rate, he experienced the changes from harmony to disagreement between people and things, and finally chose to leave the teaching position when things were not going well. I have encountered a regrettable endgame on my career path!
In view of this, through the writing of professional technical reports, from the thinking discussion of Federer's contingency theory, and the administrative leadership experience of the three interviewed principals, I found a supplement for my gap in administrative leadership. Although I am no longer the principal, I can Giving some references and thinking directions to the principals of the same generation can also be regarded as contributing to the education work to fulfill their responsibilities!
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