在這日趨競爭複雜的環境中，現代企業為了能永續發展及經營，愈來愈重視「人是組織中的重要資產」的概念，如何了解及滿足員工的需求，維持良好的勞資關係以提生員工的生產力，是當今企業非常重視的課題，而眾多的職務中，在前線的業務人員對公司而言更有如企業的形象，肩負了組織的銷售績效及目標，在組織中扮演角色是非常重要的。所以如何有效的激勵業務人員達成組織的績效及目標對現今企業是非常重要的，除了加強培養業務人員的專業能力外，直屬主管的領導風格亦是一個影響業務人員工作績效的重要因素，因此，本研究旨在探討直屬主管的領導風格與業務人員的工作績效的關係，所以，本研究以直屬主管的領導風格為自變項，工作績效為依變項，並以工作滿意度及組織承諾為中介變項，所以，除了探討直屬主管的領導風格與業務人員的工作績效的關係外，同時也探討工作滿意度及組織承諾在直屬主管的領導風格與業務人員的工作績效關係的中介效果。
本研究的結果如下：
一、直屬主管的領導風格對業務人員工作績效的影響
1.直屬主管的轉換式領導對業務人員的工作績效有顯著正向的影響，直屬主管的轉換式領導程度越高，越能提升業務人員的工作績效。
2.直屬主管的權變報償領導對業務人員的工作績效有顯著正向的影響，直屬主管的權變報償領導程度越高，越能提升業務人員的工作績效。
二、直屬主管的領導風格會透過業務人員工作滿意度的中介效果而影響業務人員工作績效
1.直屬主管的轉換式領導會透過業務人員工作滿意度的中介效果而影響業務人員工作績效。
2.直屬主管的權變報償領導會透過業務人員工作滿意度的中介效果而影響業務人員工作績效。
三、組織承諾在直屬主管的領導風格與業務人員工作績效關係的中介效果
1.直屬主管的轉換式領導會透過業務人員組織承諾的中介效果而影響業務人員工作績效。
2.直屬主管的權變報償領導會透過業務人員組織承諾的中介效果而影響業務人員工作績效。

In order to survive in the competitive environment and keep substantial development for business, more and more organizations pay attentions to the concept that human beings are the important capital in the organizations. In this case, trying to understand and improve employees’ satisfaction and need, and keeping a good relationship with employees to improve employees’ productivity are the very important issues today for many organizations.
Salespersons, who act as the organization impression, and responsible for sales performance and business target, do play a very important role in an organization. Accordingly, how to motivate salesperson to achieve organizational business target is undoubtedly important today.
Besides improving salespersons’ professional competence, the leadership style of line managers is thought to significantly influence the salespersons’ performance. The leadership style of line managers, is the independent variable, job performance as dependent variable, and job satisfaction and organizational commitment are moderators in this study. Accordingly, we are going to discuss the relationship between leadership style of line managers and salespersons’ performance. Moreover, the mediating effect of job satisfaction and organizational commitment between leadership style of line managers and employees’ performance will be analysed in this study.
The result is stated as below:
1. The relationship between leadership style and salespersons’ job performance:
First, the result indicates that the transformational leadership of line managers is positively related to the salespersons’ job performance, which implies the higher level of transformational leadership the line managers have, the higher level of job performance the salesperson can reach.
Second, the result indicates that the contingent reward leadership of line managers is positively related to salespersons’ job performance, which implies that the higher level of contingent reward leadership the line managers have, the higher level of job performance the salesperson can reach.
2. The mediating effect of salespersons’ job satisfaction between the leadership style of line managers and salespersons’ job performance.
First, the salespersons’ job satisfaction mediates the relationship between line managers’ transformational leadership and salespersons’ job performance.
Second, the salespersons’ job satisfaction mediates the relationship between line managers’ contingent reward leadership and salespersons’ job performance.

3. The mediating effect of organizational commitment between the leadership style of line managers and salespersons’ job performance.
First, the salespersons’ organizational commitment mediates the relationship between line managers’ transformational leadership and salespersons’ job performance.
Second, the salespersons’ organizational commitment mediates the relationship between line managers’ contingent reward leadership and salespersons’ job performance.

目錄 頁次
第一章 緒論………………………………………………………1
第一節 研究背景與動機…………………………………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 業務人員…………………………………………………………5
第二節 領導風格……………………… ……………...8
第三節 業務人員的工作績效…………………………..19
第四節 工作滿意度…………………………..23
第五節 組織承諾………………………………......28

第三章 研究方法…………………...….32
第一節 研究架構…………………………………………..32
第二節 研究假設………………………………………..34
第三節 研究變項的操作型定義與衡量……………..36
第四節 資料蒐集方法與樣本特性分析…………….44
第五節 資料處理與分析方法………………………..47
第六節 研究限制……………………………………..49

第四章 實證分析與討論………………………………...50
第一節 各研究變項的描述性統計分析………..50
第二節 個人屬性與各研究變項之關係………………..52
第三節 各研究變項間相關性分析……………..67
第四節 領導風格對工作績效之影響分析及探討…….70
第五節 工作滿意度與組織承諾中介效果分析及探討….72


第五章 結論與建議……………………………………77
第一節 結論………………………………………..77
第二節 建議…………………………………..81

參考文獻………………………………………....83
一、中文部分……………………………83
二、英文部分………………………………………85
附錄一：原文原始量表…………………………91
附錄二：主管評量問卷………………………….....94
附錄三：部屬自評問卷……………………………99

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