影響企業未來發展是否成功之諸多因素中，領導被視為最具關鍵性之因素；領導者在組織的成功中扮演重要的角色，許多組織將領導視為競爭優勢的來源。而中階主管的角色扮演適當與否，也是組織經營成敗的關鍵因素。中階主管是高階與基層重要的溝通橋樑。中階主管具有承上啟下、下情上達之溝通功能。
近年來以轉換領導理論及交易型理論最受學者廣泛研究，該理論強調領導者如何影響部屬在態度及想法上發生轉變，促使他們建立對組織使命與目標的承諾，提升參與及投入工作的動機，最後達到增進其工作績效。交易型領導以利益為導向，且領導者與部屬的關係是基於互易，交易型領導者與部屬是在進行自利與經濟之交易，領導者藉由給予部屬物質或精神上的需求滿足，以達成既定的目標。
本研究旨在探討中階主管的領導型態為何以及如何運用轉換型領導與交易型領導影響員工的工作滿意度及工作績效，為組織創造出最佳之領導效能。
本研究將訪談內容經過分析後，彙整出本研究的研究結論摘要如下:
結論一、當領導者與部屬關係良好時，製造業與金融業中階主管皆運用「親近融合」、「個別關懷」，對於其工作滿意度有正向的的影響，然而金融服務業的影響高於製造業。
結論二、當景氣不好時，製造業中階主管運用「強勢領導」對於其工作績效影響高於「親近融合」。
結論三、當員工遇到困難時，製造業與金融業中階主管皆運用「承諾正義」，對於其工作績效有正向的的影響。
結論四、當工作結構高時，金融業中階主管運用「尊重信任」，對於其工作績效的影響高於製造業。
結論五、在國營事業績效標準明確下，製造業與金融業中階主管皆運用「承諾的後效酬賞」，對於其工作滿意度及工作績效有正向的的影響。

Organizational success in achieving its goals depends on the leaders of the organization and their leadership styles. By adopting the appropriate leadership styles, leaders can affect employee performance and job satisfaction. This research aims to explore the link between the style of leadership adopted by middle managers and the job satisfaction, job performance of their subordinates. The middle manager in manufacturing industry and financial industry may using different kinds of style. It will use Wu and Lin’s (1998) scale design to examine the effects of leadership styles on subordinate job satisfaction and job performance. This research interviews middle managers and their subordinates of manufacturing industry and financial industry.
The propositions gathered from this study are as follow:
Proposition 1: When there is a good leader-member relation, middle managers of manufacturing and financial industry both use the consideration of intimate harmony and individualized consideration within transformational leadership to provoke increased levels of subordinate job satisfaction, however, financial industry has higher impact than manufacturing.
Proposition 2: When suffer from depression, middle managers of manufacturing use authoritarian leadership has higher impact than financial industry.
Proposition 3: When subordinates have problems, middle managers of manufacturing and financial industry both use commitment justice to increase job satisfaction.
Proposition 4: When there is a highly structured task, middle managers of financial industry have higher positive impact than manufacturing.
Proposition 5: When there is a highly performance standard of government-owned business, middle managers of manufacturing and financial industry both use the contingent reward in transactional leadership to provoke increased levels of subordinate job satisfaction and job performance.

論文審定書 i
謝誌 ii
摘要 iii
Abstract iv
目錄 v
圖目錄 vii
表目錄 viii
第一章 緒論 1
第一節 研究背景及動機 1
第二節 研究目的 3
第三節 研究流程 4
第二章 文獻探討 5
第一節 領導理論 5
第二節 領導型態 7
第三節 領導效能 19
第四節 工作滿意度 20
第五節 工作績效 25
第三章 研究方法 29
第一節 個案研究法 29
第二節 概念性架構 30
第三節 研究設計與資料收集方法 31
第四章 個案綜合分析與命題發展 34
第一節 製造業中階主管領導風格對於員工工作績效及工作滿意度的影響 34
第二節 金融業中階主管領導風格對於員工工作績效及工作滿意度的影響 43
第三節 中階主管領導風格與產業別對於員工工作績效及工作滿意度的影響 53
第五章 研究結論與建議 57
第一節 研究結論 57
第二節 研究限制 59
第三節 管理意涵及研究建議 60
參考文獻 61

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