STRATEGIC LEADERSHIP OF SCHOOL ADMINISTRATORS UNDER NAKHONSAWAN PROVINCIAL OFFICE OF LEARNING ENCOURAGEMENT ACCORDING TO THE IDDHIPATHA IV

Abstract

This research aims to 1) study the strategic leadership of school administrators under the Office of the Basic Education Commission, 2) compare opinions on strategic leadership of school administrators classified by personal factors, and 3) find ways to develop strategic leadership of school administrators according to the principle of the Four basis for success (Iddhipda). This research is a mixed-methods research. The quantitative research used a questionnaire with a sample of 137 people. Data were analyzed by finding frequency, percentage, mean, and standard deviation, The qualitative research used a semi-structured interview with 9 key informants. Data were analyzed by content analysis. The results of the research found that 1) The overall strategic leadership of school administrators under the Office of the Basic Education Commission in Nakhon Sawan Province was at a high level. When considering each aspect, the highest level was in vision setting. The highest level was in revolutionary thinking, expectation and opportunity creation for the future, high-level thinking, and ability to apply various inputs to determine strategies, respectively. 2) Strategic leadership development guidelines for school administrators under the Office of the Basic Education Commission, Nakhon Sawan Province, according to the 4 Iddhipda principles consisted of (1) High-level thinking and understanding: School administrators should understand and support the school’s vision, create a good working atmosphere, continuously develop themselves and the organization. (2) Using input factors to determine strategies: School administrators should plan to manage skills and communication, support teamwork, promote analytical thinking, and use community knowledge in daily life. (3) Expectations and creating opportunities for the future: School administrators should develop visions through training and field trips, propose improvement plans that are consistent with the vision, and monitor performance. (4) Revolutionary thinking: School administrators should set indicators and rewards, conduct SWOT analysis, stimulate out-of-the-box thinking, and develop weaknesses of the school. (5) Vision setting: Create a happy working atmosphere, promote research and innovation, and brainstorm to develop organizational goals and strategies.