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本文采取定名法,通过对河南32名校长社会资本的调查分析发现:校长校内社会资本联系人是校领导和中层,职位越高越重要,他们关系多数为一般,他们为校长提供智力支持,仅有第三联系人与校长关系亲密,主要为校长提供信息支持。校长校外社会资本联系人是主管部门和教育主管部门的男领导或者中层,“领导”排名靠前,和校长关系一般偏亲密,互动一般较频繁,都是在工作中认识的,他们为校长提供政治支持和物质支持,“中层”排名靠后,提供信息和物质支持,随着联系人重要性的下降,校长的校外联系人变得多元化,提供的帮助也广布于智力、物质、信息和情感的各个方面。针对中职校长社会资本表现的高度同质化倾向,作者建议未来要大力加强校长社会资本的形成,校长和主管部门在这一过程中都要承担起各自应有的责任。
Based on the survey of social capital of 32 principals in Henan Province, this article finds that: the principal of social capital in the school principal is the middle school and the leaders of the school. The higher the position, the more important they are. The majority of their relationship is general. They provide intellectual support to principals, and only A third contact has close relationship with the principal and mainly provides information support to the principal. The principals’ out-of-school social capital contacts are the male leaders or mid-levels of the competent departments and education authorities, and the “leaders” are in the top rankings. The relationship with principals is generally intimate and intimate. The interactions are generally frequent and are recognized at work as The principal provides political and material support, and the “middle” ranks behind and provides information and material support. As the importance of contacts diminishes, the principal’s out-of-school contacts become diversified and the assistance provided is also widely distributed in intelligence , Material, information and emotional aspects. In view of the high homogeneity of the social capital performance of secondary school principals, the author suggests that the formation of social capital of principals should be greatly strengthened in the future. The principals and competent departments should assume their respective responsibilities in the process.