13 research outputs found

    The Origin of Aboriginal Leadership Revealed in Cha-Chak Ceremony

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    ์˜ฅ์ˆ˜์ˆ˜์˜ ๊ฒฝ์ž‘์ด ์‹œ์ž‘๋˜๋Š” ์‹œ๊ธฐ๊ฐ€ ๋˜๋ฉด ์œ ๊นŒ๋”ด ๋ฐ˜๋„์˜ ๋Œ€๋ถ€๋ถ„์˜ ๋งˆ์„์—์„œ๋Š” ๋น„๋ฅผ ๊ธฐ์›ํ•˜๋Š” ์ฐจ์ฐฉ ์˜๋ก€๋ฅผ ํ•œ๋‹ค. ๋งˆ์„์ „์ฒด๊ฐ€ ํ•˜๋Š” ๊ณต์ ์ธ ํ–‰์‚ฌ๋กœ, ์ „ํ†ต์ ์ธ ์ง€๋„์ž์ธ ํฌ๋ฉ˜์ด ์ฃผ๊ด€ํ•œ๋‹ค. ๋งˆ์„ ์‚ฌ๋žŒ๋“ค์ด ์—ฌ๋Ÿฌ ๊ฒน์˜ ๋˜๋ฅด๋ ์•ผ์ธ ๋šœ๋จ๋ ˆ์Šค, ์„ฑ์Šค๋Ÿฌ์šด ์Œ๋ฃŒ ๋ฐœ์ฒด๋ฅผ ์ค€๋น„ํ•˜๋Š” ๋™์•ˆ ํฌ๋ฉ˜์€ ์ฒœ์ •๊ณผ ์„ธ ๋ฉด์ด ๋‹ซํžŒ ์˜๋ก€์˜ ๊ณต๊ฐ„์„ ๋งŒ๋“ ๋‹ค. ์—ด๋ฆฐ ํ•œ ๋ฉด์„ ํ†ตํ•˜์—ฌ ์˜๋ก€์˜ ๊ณต๊ฐ„์œผ๋กœ ๋“ค์–ด๊ฐ„ ํฌ๋ฉ˜์€ ์Šค์Šค๋กœ ์„ธ์ƒ์˜ ์ค‘์‹ฌ์ด ๋˜๊ณ , ๊ฐ๊ฐ์˜ ๊ท€ํ‰์ด์— ํ•˜๋Š˜์„ ๋ฐ›์น˜๋Š” ์‹ ์„ ์ƒ์ง•ํ•˜๋Š” ์ Š์€์ด๋ฅผ ์„ธ์šด๋‹ค. ์˜ค๋ฐฉ์œ„์˜ ์ค‘์‹ฌ์ด ๋œ ํฌ๋ฉ˜์€ ๋„ค ๊ท€ํ‰์ด์˜ ํƒ์ž๋ฅผ ๋Œ๋ฉฐ ์ฒœ์ฒด์˜ ์šดํ–‰์„ ์žฌํ˜„ํ•˜๋ฉฐ ๋น„์˜ ์‹ ๊ณผ์˜ ๋Œ€ํ™”๋ฅผ ํ•˜๊ณ  ๋งˆ์นจ๋‚ด ๋น„๋ฅผ ๋ถˆ๋Ÿฌ์˜จ๋‹ค. ํฌ๋ฉ˜์ด ์ด๋„๋Š” ์˜ค๋Š˜๋‚ ์˜ ์˜๋ก€๋Š” ๋ฉ”์†Œ์•„๋ฉ”๋ฆฌ์นด ๋ฌธ๋ช… ํ˜•์„ฑ๊ธฐ์˜ ์œ ์‚ฐ์ธ ์ฐฐ๊นŒ์นœ๊ณ ์—์„œ ๋ฐœ๊ฒฌ๋œ ๋™๊ตด๊ณผ ํ† ๊ธฐ, ๋–ผ์˜ค๋นค๋ฐ๊พธ์•„๋‹ˆ๋œฐ๋ž€์˜ ์ค‘์•™ ์‹ ์ „, ๊ทธ๋ฆฌ๊ณ  ํ›”๋ณผํŠธ์˜ ๋„๋ผ๋ชจ์–‘ ํ™€์—์„œ ๊ทธ ๊ธฐ์›์„ ์ฐพ์„ ์ˆ˜ ์žˆ๋‹ค. ์ฐจ์ฐฉ์˜๋ก€์— ํˆฌ์˜๋˜์–ด ์žˆ๋Š” ๊ณก๋ฌผ์˜ ๊ฒฝ์ž‘๊ณผ ํ•จ๊ป˜ ์‹œ์ž‘๋œ ๋ฆฌ๋”์‰ฝ์€ ์˜ค๋Š˜๋‚ ์˜ ๋งˆ์•ผ์‚ฌ๋žŒ๋“ค์—๊ฒŒ๋„ ์œ ์šฉํ•œ ๊ณ ๋Œ€ ๋ฉ”์†Œ์•„๋ฉ”๋ฆฌ์นด๋ฌธ๋ช…์˜ ์œ ์‚ฐ์ด๋‹ค.When themaize cultivation beginsmost of villages in Yucatan peninsula do Cha-Chak ceremony, Bring-Rain ritual. It is a public event for whole village and the schamanic priest h-men leads it. All village people preparemulti-layered tortilla tutiles, sacred beverage balche, and the victim turkey. The h-men prepares sacred space on the table by making naval and three closed wall and an open entrance. He enters through it, and he himself be Axis-Mundi. And put every corner a man who sustains heaven. The Axis-Mundi, h-men moves counterclockwise circle trying to summon the Rain God to bring the rain. The action of todays h-men could find in Formative period of Mesoamerican civilization ruins such as Chalcatzingo cave and pottery, ceremony center of Teopantecuanitlan, andHumboldt celt. The aboriginal leadership that beganwith the cultivation of crop continues even today as useful Prehispanic legacy.When themaize cultivation beginsmost of villages in Yucatan peninsula do Cha-Chak ceremony, Bring-Rain ritual. It is a public event for whole village and the schamanic priest h-men leads it. All village people preparemulti-layered tortilla tutiles, sacred beverage balche, and the victim turkey. The h-men prepares sacred space on the table by making naval and three closed wall and an open entrance. He enters through it, and he himself be Axis-Mundi. And put every corner a man who sustains heaven. The Axis-Mundi, h-men moves counterclockwise circle trying to summon the Rain God to bring the rain. The action of todays h-men could find in Formative period of Mesoamerican civilization ruins such as Chalcatzingo cave and pottery, ceremony center of Teopantecuanitlan, andHumboldt celt. The aboriginal leadership that beganwith the cultivation of crop continues even today as useful Prehispanic legacy.์ด ๋…ผ๋ฌธ์€ 2008๋…„๋„ ์ •๋ถ€(๊ต์œก๊ณผํ•™๊ธฐ์ˆ ๋ถ€)์˜ ์žฌ์›์œผ๋กœ ํ•œ๊ตญ์—ฐ๊ตฌ์žฌ๋‹จ์˜ ์ง€์›์„ ๋ฐ›์•„ ์ด๋ฃจ์–ด์กŒ๋‹ค(NRF-2008-362-A00003)

    ์„œ์šธ๋Œ€ํ•™๊ต๋ณ‘์›์˜ ์„ฑ์ธ์šฉ ์ค‘์‹ฌ ์ •๋งฅ์šฉ ๊ณ ์˜์–‘ ์ˆ˜์•ก์ œ์ธ IVH-C1๊ณผ IVH-C2์˜ ์•ฝ๋ฌผ์‚ฌ์šฉํ‰๊ฐ€

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    ํ•™์œ„๋…ผ๋ฌธ(์„์‚ฌ)--์„œ์šธ๋Œ€ํ•™๊ต ๋Œ€ํ•™์› :์•ฝํ•™๊ณผ ์•ฝ์ œํ•™์ „๊ณต ,2001.Maste

    Female school teachers and the Struggle for Equity: Focusing on the Rural and Remote Area Incentive Scheme

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    ๋ณธ ์—ฐ๊ตฌ์˜ ๋ชฉ์ ์€ ๊ต์› ์Šน์ง„์ œ๋„์˜ ์—ฌ์„ฑ ์†Œ์™ธํ˜„์ƒ์— ๋Œ€ํ•ด ๋ถ„์„ํ•˜๊ณ ์ž ํ•˜์˜€์œผ๋ฉฐ, ํŠนํžˆ ์Šน์ง„๊ฐ€์‚ฐ์  ์ค‘ ๋„์„œโ€ง๋ฒฝ์ง€ ๊ฐ€์‚ฐ์ ์— ํ•œ์ •ํ•˜์—ฌ ์ด ํ˜„์ƒ์ด ์–ด๋–ป๊ฒŒ ๋‚˜ํƒ€๋‚˜๊ณ  ์žˆ๋Š”์ง€๋ฅผ ๋ฐํžˆ๊ณ ์ž ํ•˜์˜€๋‹ค. ์ด๋ฅผ ์œ„ํ•ด ํ˜„ํ–‰ ๊ต์› ์Šน์ง„๊ฐ€์‚ฐ์  ์ œ๋„ ๋ฐ ๋„์„œโ€ง๋ฒฝ์ง€ ๊ฐ€์‚ฐ์  ํš๋“ ํ˜„ํ™ฉ์— ๋Œ€ํ•ด ๋ฉด๋ฐ€ํžˆ ์‚ดํŽด๋ณด๊ณ  ํ˜„์ง ๊ต์›๋“ค์„ ๋Œ€์ƒ์œผ๋กœ ์‹ฌ์ธต์ ์ธ ๋ฉด๋‹ด์„ ์‹ค์‹œํ•˜์˜€๋‹ค. ์—ฐ๊ตฌ ๊ฒฐ๊ณผ, ํ˜„ํ–‰ ๊ต์› ์Šน์ง„์ œ๋„์™€ ์Šน์ง„๊ฐ€์‚ฐ์  ํš๋“์— ์žˆ์–ด ์—ฌ์„ฑ ๊ต์›๋“ค์ด ์ƒ๋Œ€์ ์œผ๋กœ ์†Œ์™ธ๋˜์–ด ์žˆ๋Š” ๊ฒƒ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ๋‹ค. ํŠนํžˆ ๋ฉด๋‹ด ๊ฒฐ๊ณผ, ๋งŽ์€ ๊ต์‚ฌ๋“ค์ด ๊ณตํ†ต์ ์œผ๋กœ ๋„์„œโ€ง๋ฒฝ์ง€ ๊ฐ€์‚ฐ์  ์ œ๋„๋ฅผ ์Šน์ง„์„ ์œ„ํ•œ ์žฅ๋ฒฝ์œผ๋กœ ์ธ์‹ํ•˜๊ณ  ์žˆ์—ˆ์œผ๋ฉฐ ๋„์„œโ€ง๋ฒฝ์ง€์˜ ์Šน์ง„๊ฒฝํ•ฉ์ง€์  ์„ฑ๊ฒฉ, ์—ด์•…ํ•œ ๊ทผ๋ฌด์—ฌ๊ฑด์€ ์ฃผ์š” ์ง„์ž…์žฅ๋ฒฝ์˜ ์—ญํ• ์„ ํ•˜๋Š” ๊ฒƒ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ๋‹ค. ๋˜ํ•œ ์Šน์ง„์ œ๋„์˜ ๋ถˆํˆฌ๋ช…์„ฑ, ์„ฑ์—ญํ• ์— ๋Œ€ํ•œ ์‚ฌํšŒ์  ์••๋ ฅ, ์‚ฌํšŒ์  ์••๋ ฅ์— ๋Œ€ํ•œ ์ˆœ์‘์  ํƒœ๋„๋Š” ๋„์„œโ€ง๋ฒฝ์ง€ ๊ฐ€์‚ฐ์  ํš๋“์„ ์–ด๋ ต๊ฒŒ ํ•˜๋Š” ์žฅ์• ์š”์ธ์œผ๋กœ ๊ธฐ๋Šฅํ•˜์˜€๋‹ค. ์—ฌ์„ฑ ๊ต์›๋“ค์€ ์ด๋Ÿฌํ•œ ์žฅ์• ๋ฌผ์— ์ง๋ฉดํ–ˆ์„ ๋•Œ ์ˆœ์‘ํ•˜์—ฌ ์Šน์ง„ ์ž์ฒด๋ฅผ ํฌ๊ธฐํ•˜๊ฑฐ๋‚˜, ๋ถ€๋ถ€๊ต์›์œผ๋กœ ๋„์„œโ€ง๋ฒฝ์ง€๋ฅผ ํ•จ๊ป˜ ๋“ค์–ด๊ฐ€๊ฑฐ๋‚˜, ๋„์„œโ€ง๋ฒฝ์ง€ ๊ฐ€์‚ฐ์ ์ด ์•„๋‹Œ ๋‹ค๋ฅธ ์Šน์ง„์ „๋žต์„ ๋ชจ์ƒ‰ํ•˜๋Š” ๋“ฑ์˜ ๋Œ€์‘ํ–‰ํƒœ๋ฅผ ์ทจํ•˜๋Š” ๊ฒƒ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ๋‹ค. ๋ณธ ์—ฐ๊ตฌ๋Š” ๋„์„œโ€ง๋ฒฝ์ง€ ๊ฐ€์‚ฐ์ ์ด๋ผ๋Š” ์ œ๋„์  ์š”์ธ์— ๋Œ€ํ•œ ๋ฌธํ—Œ์—ฐ๊ตฌ์™€ ์งˆ์  ๋ถ„์„์„ ํ•จ๊ป˜ ์‹œ๋„ํ•จ์œผ๋กœ์จ ์—ฌ์„ฑ์˜ ๊ด€์ ์—์„œ ์Šน์ง„๊ฐ€์‚ฐ์ ์— ๋Œ€ํ•œ ์ƒˆ๋กœ์šด ์ ‘๊ทผ์„ ์‹œ๋„ํ–ˆ๋‹ค๋Š” ์ ๊ณผ ํ–ฅํ›„ ์—ฌ์„ฑ์ฃผ์˜ ์‹œ๊ฐ์„ ๋ฐ˜์˜ํ•œ ๊ต์›์Šน์ง„ ์—ฐ๊ตฌ์— ๊ธฐ์ดˆํ† ๋Œ€๋ฅผ ์ œ๊ณตํ–ˆ๋‹ค๋Š” ์ ์—์„œ ์˜์˜๊ฐ€ ์žˆ๋‹ค.This paper attempts to better understand the significant gender gap in elementary and secondary teacher promotion rates in Korea. It focuses on the Rural and Remote Area Incentive Schemeโ€”a policy considered crucial for teacher promotion, and yet addressed only minimally by Korean literatureโ€”and attempts to discern whether this policy is contributing to the aforementioned gender gap in teacher promotion rates. To achieve this aim, the authors gathered data from the 17 Metropolitan and Provincial Offices of Education across Korea and also conducted interviews with elementary and secondary schoolteachers across the country. Analysis revealed that there is indeed a pronounced gender imbalance in the number of teachers acquiring additional points for promotion under the Rural and Remote Area Incentive Scheme, and that many female teachers thus considered the policy as an obstacle to achieving promotion. This paper goes on to explore the various factors influencing the dynamics behind this phenomenon, and identifies response mechanisms female teachers resort to as a result. It is hoped that this papers attempt to analyze institutional-level obstacles to teacher promotion under a feminist lens will contribute to similar studies employing a feminist perspective in the future. Ke

    Study of Principal's Conflict Resolution Methods and Characteristics

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    ๋ณธ ์—ฐ๊ตฌ๋Š” ์ดˆ์ค‘๊ณ  ํ•™๊ต์žฅ 42๋ช…์„ ์‹ฌ์ธต ๋ฉด๋‹ดํ•จ์œผ๋กœ์จ ํ•™๊ต์žฅ์ด ํ•™๊ต ํ˜„์žฅ์—์„œ ๋ฐœ์ƒํ•˜๋Š” ๊ฐˆ๋“ฑ์— ๋Œ€ํ•ด ์–ด๋–ป๊ฒŒ ์ธ์‹ํ•˜๊ณ  ๋Œ€์‘ํ•˜๋Š”์ง€, ๊ทธ๋ฆฌ๊ณ  ๊ทธ ํŠน์ง•์€ ๋ฌด์—‡์ธ์ง€๋ฅผ ๋ถ„์„ํ•˜์˜€๋‹ค. ๋ถ„์„ ๊ฒฐ๊ณผ ํ•™๊ต์žฅ๋“ค์€ โ‘  ๋“œ๋Ÿฌ๋‚ด์ง€ ์•Š๊ธฐยท๋ชจ๋ฅธ์ฒ™ํ•˜๊ธฐ, โ‘ก ๋‚ด๋ ค๋†“๊ธฐยท์–‘๋ณดํ•˜๊ธฐยท๋ฌผ๋Ÿฌ์„œ๊ธฐ, โ‘ข ๊ด€์‹ฌ๋ณด์ด๊ธฐยท๊ฒฝ์ฒญํ•˜๊ธฐ, โ‘ฃ ์ค‘์žฌํ•˜๊ธฐ, โ‘ค ์‹ ๋ขฐํ•˜๊ธฐยท์œ„์ž„ํ•˜๊ธฐ์˜ ์ด ๋‹ค์„ฏ ๊ฐ€์ง€ ๊ฐˆ๋“ฑ ๋Œ€์‘๋ฐฉ์‹์„ ๋‚˜ํƒ€๋ƒˆ๋‹ค. ํ•™๊ต์žฅ๋“ค์€ ๋Œ€์ฒด์ ์œผ๋กœ ๊ฐˆ๋“ฑ์— ์ง์ ‘ ๊ฐœ์ž…ํ•˜์—ฌ ์ ๊ทน์ ์ธ ๊ฐˆ๋“ฑ ํ•ด๊ฒฐ ๋ฐฉ๋ฒ•์„ ์ œ์‹œํ•˜๊ธฐ ๋ณด๋‹ค๋Š” ํ•œ ๋ฐœ ๋ฌผ๋Ÿฌ์„œ์„œ ๊ฐˆ๋“ฑ์— ๋Œ€์‘ํ•˜๋Š” ์–‘์ƒ์„ ๋‚˜ํƒ€๋ƒˆ๋‹ค. ๋ณธ ์—ฐ๊ตฌ๋Š” ํ•™๊ต์žฅ์˜ ๊ฐˆ๋“ฑ ๋Œ€์‘๋ฐฉ์‹์˜ ํŠน์ง•์„ ๋‹ค์Œ๊ณผ ๊ฐ™์ด ๋ฐํ˜”๋‹ค. ์ฒซ์งธ, ํ•™๊ต์žฅ์˜ ๊ฐˆ๋“ฑ ๋Œ€์‘๋ฐฉ์‹์€ ๋ฌด์–ธ๊ฐ€๋ฅผ ์ ๊ทน์ ์œผ๋กœ ํ•˜๊ธฐ๋ณด๋‹ค๋Š” ๋ฌด์–ธ๊ฐ€๋ฅผ ํ•˜์ง€ ์•Š์Œ์œผ๋กœ์จ ๊ฐˆ๋“ฑ์„ ๊ด€๋ฆฌํ•˜๋Š” ๋ฌด์œ„(็„ก็ˆฒ) ๊ฐˆ๋“ฑ ๋Œ€์‘๋ฐฉ์‹์„ ๋ณด์—ฌ์ค€๋‹ค. ๋‘˜์งธ, ํ•™๊ต์žฅ๋“ค์€ ์ผ๋ฐฉ์ ์ธ ์ง€์‹œ๋ณด๋‹ค๋Š” ๊ณต๊ฐ๊ณผ ์†Œํ†ต์„ ํ†ตํ•ด ์„ค๋“ํ•˜๋Š” ๋ฐฉ์‹์„ ์„ ํ˜ธํ•˜์˜€๋‹ค. ์…‹์งธ, ํ•™๊ต ํ˜„์žฅ์—์„œ ๊ด€๋ฆฌ์ž์˜ ๊ฐ•ํ•œ ์‹ ๋…์ด๋‚˜ ์†Œ์‹ ์€ ๋ถ€์ •์ ์œผ๋กœ ์ธ์‹๋˜๊ณ  ์žˆ์œผ๋ฉฐ ๋Œ€์‹  ์‹ ๋ขฐ, ํฌ์šฉ๋ ฅ, ๋น„์ „๊ณผ ๊ฐ™์€ ์š”์†Œ๊ฐ€ ๊ฐ•์กฐ๋œ๋‹ค. ๋งˆ์ง€๋ง‰์œผ๋กœ ํ•™๊ต์žฅ์€ ์ด์ „๊ณผ ๊ฐ™์€ ๊ถŒ์œ„๋‚˜ ๊ถŒ๋ ฅ์„ ํ–‰์‚ฌํ•˜๋Š” ๊ถŒ์œ„์ž๊ฐ€ ์•„๋‹Œ ์ฑ…์ž„์ž๋กœ์„œ์˜ ์—ญํ• ์„ ๊ฐ•์กฐํ•˜์˜€๋‹ค.The purpose of this study is to analyze how the school principal responds to conflicts in the school field by analyzing in depth interview with 42 elementary, middle and high school principals. As a result of the analysis, the school principals show five conflict management methods: โ‘  do not reveal ยท pretend not to know โ‘ก put down ยท yield ยท withdraw. โ‘ข showing interest and listening, โ‘ฃ mediation, โ‘ค trusting and delegating. In this study, the following characteristics were derived from the principal 's response to this conflict. First, these principals' methods of responding to conflicts showed the aspect of negative conflict management that manages conflicts by not doing something rather than 'actively doing something'. Second, principals preferred the method of persuading through empathy and communication rather than unilateral direction. Third, in the school field, managers' too strong beliefs or beliefs are perceived as negative and emphasized factors such as trust, tolerance and vision. Finally, the principal emphasized the role of serving as a director rather than an authority or authority as before

    A Study on the Principal's Multiple Leadership

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    ๋ณธ ์—ฐ๊ตฌ์˜ ๋ชฉ์ ์€ ํ•™๊ต์žฅ ๋ฆฌ๋”์‹ญ์˜ ์ƒˆ๋กœ์šด ์œ ํ˜•์„ ์ œ์•ˆํ•˜๊ณ  ํ•™๊ต์žฅ ๋ฆฌ๋”์‹ญ์ด ๋ฐœํœ˜๋˜๋Š” ๋ณตํ•ฉ์  ์–‘์ƒ์„ ๋ฐํžˆ๋Š” ๊ฒƒ์ด๋‹ค. ์ด๋ฅผ ํ†ตํ•ด `๋‹ค๋ฉด์  ๋ฆฌ๋”์‹ญ(multiple leadership)`์ด๋ผ๋Š” ๊ฐœ๋…์„ ์ œ์•ˆํ•˜์˜€๋‹ค. ์ƒํ™ฉ์กฐ๊ฑด์ ํ•ฉ ์ด๋ก ์„ ์œ„์‹œํ•œ ๊ธฐ์กด์˜ ์ „ํ†ต์  ๋ฆฌ๋”์‹ญ ์—ฐ๊ตฌ๋Š” ํŠน์ • ์ƒํ™ฉ์— ์ ํ•ฉํ•œ ํ•˜๋‚˜์˜ ๋ฆฌ๋”์‹ญ์ด ์žˆ๋‹ค๊ณ  ์ „์ œํ•œ๋‹ค. ๊ทธ๋Ÿฌ๋‚˜, ํ•™๊ต์žฅ์„ ๋‘˜๋Ÿฌ์‹ผ ์ƒˆ๋กœ์šด ํ™˜๊ฒฝ ๋ณ€ํ™”๋Š” ๊ต์žฅ์—๊ฒŒ ์ „ํ†ต์ ์ธ ์—ญํ• ๊ณผ๋Š” ๋‹ค๋ฅธ ์—ญํ• ์„ ๊ธฐ๋Œ€ํ•˜๊ณ  ์žˆ๋‹ค. ์ด์ฒ˜๋Ÿผ ํ•™๊ต ํ˜„์žฅ์—์„œ ๋ฒŒ์–ด์ง€๋Š” ๋‹ค์–‘ํ•œ ์ƒํ™ฉ ์†์—์„œ ๊ต์žฅ์€ ํ•˜๋‚˜์˜ ๋ฆฌ๋”์‹ญ์ด ์•„๋‹ˆ๋ผ ๋‹ค์–‘ํ•œ ๋ฆฌ๋”์‹ญ์„ ์ทจํ•˜๊ฒŒ ๋˜๋Š” ๊ฒƒ์ด๋‹ค. ๋ณธ ์—ฐ๊ตฌ์—์„œ ์ œ์•ˆํ•˜๋Š” ์ƒˆ๋กœ์šด ํ•™๊ต์žฅ ๋ฆฌ๋”์‹ญ ์œ ํ˜•๊ณผ `๋‹ค๋ฉด์  ๋ฆฌ๋”์‹ญ(multiple leadership)` ๊ฐœ๋…์€ ํ•™๊ต์žฅ ๋ฆฌ๋”์‹ญ ์—ฐ๊ตฌ์— ์žˆ์–ด ์ƒˆ๋กœ์šด ์ „ํ™˜์ ์ด ๋  ๊ฒƒ์œผ๋กœ ๊ธฐ๋Œ€ํ•œ๋‹ค.The purpose of this study is to propose new types of principals` leadership(`multiple leadership`) and to reveal the complex aspects of leadership in the school. Existing traditional leadership research, including contingency theory, presumes that there is one leadership suitable for a specific situation. However, we found from our interview with 42 school principals that new environmental changes surrounding the principal expect the principal to play a different role from the traditional role. In this way, in various situations in the school scene, the principal does not apply one style of leadership but multiple leadership. The concept of `multiple leadership` proposed in this study are expected to be a new turning point in leadership research.์ด ๋…ผ๋ฌธ์€ 2016~2017๋…„๋„ ์„œ์šธ๋Œ€ํ•™๊ต ๊ต์œกํ–‰์ •์—ฐ์ˆ˜์› ํ•™์ˆ ์—ฐ๊ตฌ๋น„์˜ ์ง€์›์„ ํ†ตํ•ด ์ˆ˜ํ–‰๋˜์—ˆ์Œ

    A Study on the Process and Characteristics of Principals' Life-long Development

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    ๋ณธ ์—ฐ๊ตฌ์˜ ๋ชฉ์ ์€ ํ•™๊ต์žฅ์˜ ์ƒ์• ๋ฅผ ๋ถ„์„ํ•จ์œผ๋กœ์จ ๊ทธ๋“ค์˜ ๋ฐœ๋‹ฌ๊ณผ์ •๊ณผ ๊ฐ ๋‹จ๊ณ„๋ณ„ ํŠน์„ฑ์„ ๋ฐํžˆ๊ณ  ๊ทธ ๋งฅ๋ฝ์„ ์‹ฌ์ธต์ ์œผ๋กœ ๋ถ„์„ํ•˜๋Š” ๋ฐ ์žˆ๋‹ค. ์ด๋ฅผ ์œ„ํ•ด ์ „๊ตญ ์‹œยท๋„ ๊ต์œก์ฒญ์˜ ์ถ”์ฒœ์„ ๋ฐ›์•„ ์„œ์šธ๋Œ€ํ•™๊ต ๊ต์œกํ–‰์ •์—ฐ์ˆ˜์›์—์„œ ๊ต์œกํ–‰์ • ์ง€๋„์ž๊ณผ์ • ์—ฐ์ˆ˜๋ฅผ ๋ฐ›๋Š” ์ดˆยท์ค‘๋“ฑํ•™๊ต ๊ต์žฅ 42๋ช…์„ ๋Œ€์ƒ์œผ๋กœ ์‹ฌ์ธต ๋ฉด๋‹ด์„ ์ง„ํ–‰ํ•˜์˜€๋‹ค. ์—ฐ๊ตฌ ๊ฒฐ๊ณผ, ํ•™๊ต์žฅ๋“ค์—๊ฒŒ ์„œ ๊ณตํ†ต์ ์œผ๋กœ ๋‚˜ํƒ€๋‚˜๋Š” ๊ต์žฅ ์ƒ์•  ๋ฐœ๋‹ฌ๊ณผ์ •์€ ๊ต์ง ์ดˆ๊ธฐ ๋‹จ๊ณ„, ๊ต์žฅ๊ฒฝ๋กœ ๋ชจ์ƒ‰ ๋‹จ๊ณ„, ๋งˆ์ง€๋ง‰์œผ๋กœ ๊ต์žฅ์œผ๋กœ์„œ์˜ ์„ฑ์žฅ ๋‹จ๊ณ„๋กœ ๋‚˜ํƒ€๋‚ฌ๊ณ  ๊ฐ ๋‹จ๊ณ„๋งˆ๋‹ค ์ด 9๊ฐœ์˜ ํ•˜์œ„ ํŠน์„ฑ์ด ๋„์ถœ๋˜์—ˆ๋‹ค. ๋ณธ ์—ฐ๊ตฌ๋Š” ๋‹ค์–‘ํ•œ ์ œ๋„์  ๋ฐฉ์•ˆ์„ ๋งˆ๋ จํ•˜๋Š” ์ด๋ก ์ , ์‹ค์ œ์  ๋…ผ์˜์— ์•ž์„œ ๊ต์žฅ์œผ๋กœ ์„ฑ์žฅํ•ด๊ฐ€๋Š” ์ƒ์•  ์ „ ๊ณผ์ •์— ์ดˆ์ ์„ ๋งž์ถ”์–ด ์งˆ์  ๋ถ„์„์„ ์‹œ๋„ํ•˜์˜€์œผ๋ฉฐ, ๊ฐ ๋‹จ๊ณ„๋ณ„๋กœ ์œ ํ˜•ํ™”ํ•˜์—ฌ ๊ทธ ํŠน์„ฑ์„ ์ œ์‹œํ•˜์˜€๋‹ค๋Š” ์ ์—์„œ ์˜์˜๋ฅผ ์ฐพ์„ ์ˆ˜ ์žˆ๋‹ค. ๋ณธ ์—ฐ๊ตฌ์˜ ์‹œ์‚ฌ์ ์€ ์ฒซ์งธ, ๊ตญ๊ฐ€์ ์œผ๋กœ ์ฒด๊ณ„์ ์ด๊ณ  ์žฅ๊ธฐ์ ์ธ ํ•™๊ต์žฅ ์–‘์„ฑ ํ”„๋กœ๊ทธ๋žจ ๊ฐœ๋ฐœ ๋ฐ ๊ต์žฅ ์ž๊ฒฉ์ œ๋„์™€์˜ ์—ฐ๊ณ„ ํ•„์š”์„ฑ, ๋‘˜์งธ, ํ•™๊ต ๊ฒฝ์˜์— ๋Œ€ํ•œ ์—ญํ• ๊ณผ ์ฑ…์ž„ ๊ณต์œ ๋ฅผ ํ†ตํ•œ ํ–ฅํ›„ ํ•™๊ต์žฅ ์ง๋ฌด๋กœ์˜ ์—ฐ๊ณ„ ๊ตฌํ˜„, ์…‹์งธ ํ‡ด์ž„ ํ•™๊ต์žฅ๊ณผ ๊ต์‚ฌ ๊ฐ„ ๊ต๋ฅ˜ ํ™œ์„ฑํ™”๋ฅผ ํ†ตํ•œ ํ•™๊ต ์šด์˜ ์‚ฌ๋ก€ ๊ณต์œ  ๋ฐ ์ง€์†์ ์ธ ํ™˜๋ฅ˜์ฒด๊ณ„ ๊ตฌ์ถ• ํ•„์š”์„ฑ์œผ๋กœ ์š”์•ฝ๋  ์ˆ˜ ์žˆ๋‹ค.The purpose of this study is to analyze the process and characteristics of the principals life-long development. The study interviewed total 42 principals of primary and secondary schools. As a result of the study, the principals development processes are 'early stage of teaching', 'searching stage for principal career', and finally 'growth phase as principal'. And total of 9 sub characteristics are found for each step. This study contributes to the study of professional careers of school principals because it is one of pioneering study on whole career development of school principals. In addition, this study has implications for the policy development for upgrading training and certification systems for school principals. Current systems of school principal position are promotion systems from regular teacher to a principal mainly according to the years of teaching. However, specialized training program (or courses) might contribute to better qualified school principals in the future because more sophisticated skills and knowledges are critical for the professional job

    Structural Characteristics of Undergraduate Subject Major Curriculum in Korea

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    ์ด ์—ฐ๊ตฌ๋Š” ์šฐ๋ฆฌ๋‚˜๋ผ ๋Œ€ํ•™์˜ ๊ต์œก๊ณผ์ • ๋ฐ ๊ต์ˆ˜์š”๋ชฉ์„ ๋ถ„์„ํ•˜๊ณ  ์ด๋ฅผ ๋ฏธ๊ตญ ๋Œ€ํ•™๊ณผ ๋น„๊ตํ•จ์œผ๋กœ์จ ์šฐ๋ฆฌ๋‚˜๋ผ ๋Œ€ํ•™ ๊ต์œก๊ณผ์ •์˜ ๊ตฌ์กฐ์  ํŠน์ง•์„ ๋ฐํžŒ ์—ฐ๊ตฌ์ด๋‹ค. ์ด๋ฅผ ์œ„ํ•˜์—ฌ ์šฐ๋ฆฌ๋‚˜๋ผ ๋Œ€ํ•™๋“ค ์ค‘ ํ•ด๋‹น ๋Œ€ํ•™์˜ ๊ต์œก๊ณผ์ • ํŽธ์„ฑ์ด ํƒ€ ๋Œ€ํ•™์— ์˜ํ–ฅ์ด ํฐ 5๊ฐœ ๋Œ€ํ•™์„ ์„ ์ •ํ•˜์˜€์œผ๋ฉฐ, ์ด๋“ค ๋Œ€ํ•™์˜ ์ธ๋ฌธโ€ค์‚ฌํšŒโ€ค์ž์—ฐโ€ค๊ณตํ•™๊ณ„์—ด์˜ ๋Œ€ํ‘œ์  ํ•™๋ฌธ์˜์—ญ์„ ์ง‘์ค‘์ ์œผ๋กœ ๋ถ„์„ํ•˜์˜€๋‹ค. ๋ถ„์„๊ฒฐ๊ณผ, ์šฐ๋ฆฌ๋‚˜๋ผ์˜ ๋Œ€ํ•™ ๊ต์œก๊ณผ์ •์€ ๊ต์–‘๊ณผ์ •๋ณด๋‹ค ์ „๊ณต๊ณผ์ • ์ค‘์‹ฌ์œผ๋กœ ๊ตฌ์„ฑ๋˜์–ด ์žˆ์œผ๋ฉฐ, ์ „๊ณต๊ต์œก๊ณผ์ •์€ โ€œ์‹ฌํ™”์ „๊ณตโ€์ค‘์‹ฌ์œผ๋กœ ๊ตฌ์„ฑ๋˜์–ด ์žˆ์–ด ๊ต์œก๊ณผ์ • ๊ตฌ์„ฑ์— ์žˆ์–ด ๋ถ„๊ณผํ•™๋ฌธ์˜ ์˜ํ–ฅ์ด ํฌ๋‹ค๋Š” ์‚ฌ์‹ค์„ ๋ฐœ๊ฒฌํ•˜์˜€๋‹ค. ์ด์™€ ๊ฐ™์ด ์šฐ๋ฆฌ๋‚˜๋ผ ๋Œ€ํ•™ ๊ต์œก๊ณผ์ •์€ ๊ฐ ๋ถ„๊ณผํ•™๋ฌธ์˜ ์‹ฌํ™”์ „๊ณต๊ณผ๋ชฉ ์ค‘์‹ฌ์œผ๋กœ ๊ตฌ์„ฑ๋˜์–ด ์žˆ๊ธฐ ๋•Œ๋ฌธ์— ํƒ€ ํ•™๋ฌธ ์˜์—ญ๊ณผ์˜ ํ†ตํ•ฉ์„ฑ์ด ๋‚ฎ์„ ๋ฟ๋งŒ ์•„๋‹ˆ๋ผ, ์ด๋“ค ์‹ฌํ™”๊ณผ์ •๋“ค ๊ฐ„์˜ ์œ„๊ณ„์  ์—ฐ๊ณ„์„ฑ ๋˜ํ•œ ๋‚ฎ๊ฒŒ ๋‚˜ํƒ€๋‚ฌ๋‹ค. ๋˜ํ•œ ๋ณธ ์—ฐ๊ตฌ๋Š” ํ•™๋ฌธ์˜์—ญ์— ๋”ฐ๋ผ ๊ต์œก๊ณผ์ • ํŽธ์„ฑ์— ์ฐจ์ด๊ฐ€ ์žˆ์Œ์„ ๋ฐœ๊ฒฌํ•˜์˜€๋‹ค. ๋”ฐ๋ผ์„œ ๋ณธ ์—ฐ๊ตฌ๋Š” ํ–ฅํ›„ ์šฐ๋ฆฌ๋‚˜๋ผ์˜ ๋Œ€ํ•™๊ต์œก๊ณผ์ • ๊ฐœํŽธ์— ์žˆ์–ด ํ†ตํ•ฉ์„ฑ๊ณผ ์œ„๊ณ„์„ฑ ๋“ฑ์— ๋ณด๋‹ค ๋งŽ์€ ๋น„์ค‘์„ ๋‘์–ด์•ผ ํ•จ์„ ์‹œ์‚ฌํ•œ๋‹ค. This study explored structural characteristics of undergraduate curriculum focusing on subject major. To analyze structural characteristics of undergraduate curriculum, we collected data from program of study and course syllabus, and checked with scholars in each disciplines that we selected for this study. For this study, we selected four disciplines from five universities, that represent each of humanities, social sciences, natural sciences, and engineering. Compared to liberal arts courses, through the analysis, we found that disciplinary subject-related courses have strong influences on undergraduate curriculum. In addition, subject-related courses are mainly consisted of intensive subject-related topics. As a result, the integrations with other disciplines and the link with social demand were relatively less represented in undergraduate curriculum. Further, each course did not link each other according to the sequence of each subject. These structural characteristics were not different across four disciplines chosen for this study. Therefore, we concluded that disciplinary subject knowledge dominates undergraduate curriculum in Korea.์ด ๋…ผ๋ฌธ์€ 2010๋…„๋„ ์ •๋ถ€์žฌ์›(๊ต์œก๊ณผํ•™๊ธฐ์ˆ ๋ถ€ ์ธ๋ฌธ์‚ฌํšŒ์—ฐ๊ตฌ์—ญ๋Ÿ‰๊ฐ•ํ™”์‚ฌ์—…๋น„)์œผ๋กœ ํ•œ๊ตญ์—ฐ๊ตฌ์žฌ๋‹จ์˜ ์ง€์›์„ ๋ฐ›์•„ ์—ฐ๊ตฌ๋˜์—ˆ์Œ (NRF-2010-330-B00232
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