勇闖學務專業路-一位資深優秀大學學務工作者的生命史研究

Abstract

本篇論文採質性方式研究，以史豔文教授（為匿名改稱史豔文）為研究對象，以敘說分析為研究方法，旨在瞭解史豔文-這位資深優秀的大學學生事務工作者，其任職於學生事務領域將近30年的經驗，歷經我國重要學務事件所產生的想法與信念，個人領導風格與特質以及創新突破的成就。藉由史豔文教授的生命故事，和在實務界豐沛的經驗交織之下，研究分析結果不僅可以提供給學務工作者作為學習的標竿，亦提供各校挑選學務長時所應具備條件如：領導及人格特質等的參考。 本篇研究結論有三： 一、成為優秀學務工作者取決於環境與人格特質 史豔文教授先天受到家庭環境自由風氣的影響，崇尚公眾事務；後天身處充滿開放和尊重的學務工作環境，且遭逢動盪不安的時代背景，給予他刺激和突破困境的動力，而長官的信任與授權，更使其勇於任事和開創新途。又他本身具有真誠正直、勤勉努力及關懷堅毅的人格特質，認定學務工作為他一輩子志業，故不僅與中外學者所研究學務領導人之特質相符，更是足以稱為優秀的學務主管。 二、成為優秀學務主管宜重視領導能力 史豔文教授認為轉型領導是適合學務主管採取的方式，透過塑造願景、魅力影響、鼓舞激勵、才智啟發、個別關懷，可以幫助組織提升效能。他另提出類似默默領導的方式可以與轉型領導做搭配，亦能發揮良好功效。 三、培養優秀學務領導人的重要方法與途徑 （一）賦予自由與表現的機會：要授權給予自由的環境，才能展現創意與成就。 （二）參加專業學務研習訓練：積極配合教育主管機關、學術機構及民間專業團體所開設之進修管道。 （三）嫻熟政府、學校、組織的各項績效目標：長期接觸且具有強烈使命感的人，方能有具體作為。 本篇研究建議如下： 一、學校要重視學務專業人才 （一）重視學務領導人：學校應積極培養學務主管的專業，並給予專任職位。 （二）重視學務工作者的培訓：學校要責無旁貸地提供專業研習的機會。 （三）增加學務專業人才的誘因：學校應能提供相對實質的獎勵或升等機制。 二、政府要積極建立學務進修多元管道 教育主管機關對於學務人力的培訓可以藉由民間專業團體委辦的方式，一方面可以解決資源有限的問題，另一方面也培植專業團體的實力，進而協助推動相關政策。 最後，研究者給予未來相關研究方向的建議，如以多人為主的研究對象，例如學務長，可以比較不同學校學務長的人格特質及領導風格；或者課外組組長，比較有具備專業證照如社團經營師的組長，與未取得相關專業認證的組長之間的差異等。另外，如以單人為主的質性研究，可針對具有資深經歷及卓越貢獻的各組代表性人物，相信可以對於各校該如何協助學務各組找到適合人選以及培訓優秀人員，提出建言。This thesis adopted a qualitative research approach, with Prof. Shi Yan-Wen (usage of this name is to remain incognito) as the research subject. With the narrative analysis method, it is our goal to understand Shi Yan-Wen, an outstanding senior worker in university student affairs, through his 30 years of experience in student affairs, his thoughts and beliefs after witnessing all the major student affair events in our nation, personal leadership and characteristics, and his break-through accomplishments.

The results of narrative analysis on Prof. Shi Yan-Wen’s life story and his seasoned experience in actual events will not only set a criterion for other student affair workers, but also provide quality standards for schools when picking directors of student affairs such as distinguishing features of leadership and personality etc.

This research reached 3 conclusions: 1.To be an outstanding student affairs worker, it depends on the environment and personality features. Prof. Shi Yan-Wen was affected by the liberal atmosphere within his family environment and merged a great interest in public affairs. In a respected and liberal working environment of student affairs, plus the riotous era background of his time stimulated him with the strength to break through the predicament. The trust and authorization his superiors provided him made him vigorous with his job and opening new paths. He is also a man with attributes such as honesty, hard-working, fortitude, caring, and he recognized student affairs as his lifetime career. Therefore he not only has the same attributes of all student affair leaders studied by domestic and foreign scholars, he is also an outstanding student affairs executive. 2.To be an outstanding student affairs worker, leadership should be valued. Prof. Shi Yan-Wen believes that “transition leadership” is an appropriate method for student affairs executives. The efficiency of an organization could be advanced through vision construction, charisma affection, inspiring stimulation, talent inspiration, and individual care. He points out that using a similar approach of leading silently along with transition leadership could generate positive results as well. 3.Crucial methods and paths for bringing up an outstanding student’s affair leader. A.Granting liberty and the chance to demonstrate themselves: creativity and accomplishments are developed through the permission of giving a liberal environment. B.Attend professional student affair research training: Actively cooperate with further education opportunities provided by competent education authorities, academic institutes, and professional civilian organizations. C.Familiar with the performance goals of the government, school, and organization: The people that can actually make differences are the ones with a strong sense of dedication, and long term interaction.

This research suggests: 1.Schools must put more effort in valuating professional student affair talents. A.Greatly value leaders of student affairs: Schools should actively train and cultivate professional student affairs executives. B.Greatly value the training of workers: It is the school’s responsibility to offer chances of professional training. C.Add incentives for professional student affair talents: Schools should be able to provide substantial rewards and promotion procedures. 2.The government should actively set up multi-channels of further education towards student affairs. Competent education authorities could entrust the training of student affairs labor to professional public organizations to solve the limitation concerns about resources while also advancing the capabilities of professional organizations, and finally promote related policies. At last, the suggestions that the researcher gives to related research courses in the future are: If there is more than one research subject, for instance, the director of student affairs, it is ideal to compare the personality features and leaderships of such position from different schools. Or for the director of extracurricular activities, it is ideal to compare the differences between the directors that have professional licenses and the ones who don’t. Furthermore, qualitative researches that focus on a single individual could target outstanding directors from different divisions with seasoned experience and tremendous contributions, they are surely capable of offering suggestions to school divisions about choosing ideal directors and training new talents.