在全球化、自由化的浪潮席捲下，任何企業組織無一不受其影響，企業面對經營環境如此重大的變遷，為求生存發展，必須快速調整資源及能力進行策略轉型，透過組織調整或目標轉換之策略，改變結構型態，創造出適應未來的新經營模式。中階主管介於高階主管與基層之間，最先掌握客戶的訊息情報，最能回應環境對於組織的要求；且中階主管對上依指示從事規劃性及創新改善活動，對下則負起人員領導、管理與部屬培育的重責大任，所以中階主管的角色扮演適當與否，可以說是左右了整個組織經營成敗的關鍵因素。本研究旨在探討中華電信處於民營化轉型期，且面對通訊事業的蓬勃發展與市場激烈競爭，其中階主管對四種策略角色－倡議、促成、綜合與執行的投入程度如何，以及是否對組織績效有顯著的影響。因此，本研究以中華電信南區分公司為研究對象，採取問卷調查方法進行研究，共發出問卷400份，有效回收問卷301份，經由相關、迴歸、集群、差異等統計分析後，實證調查結果，獲致如下研究發現：
1.人格特質、轉換型領導、交易型領導對中階主管策略角色均有顯著的影響。
2.人格特質、轉換型領導對組織績效均有顯著的影響。
3.中階主管策略角色對組織績效有顯著的影響。
4.中階主管的執行角色對於人格特質與顧客滿意度兩者間，具有中介效果。
5.不同中階主管策略角色集群在組織績效上有顯著差異，積極型中階主管對組織績效的貢獻最高。
6.不同職責層次之中階主管在市場導向之策略上有顯著差異；不同部門、不同營運處之中階主管在對直接主管領導風格認知上有顯著差異；不同學歷、不同資位、不同年資、不同職責層次、不同營運處之中階主管在策略角色上有顯著差異。

A study of middle management strategic roles on organizational performance under business transformation – Based on the examples of CHT southern branch
Abstract
Under the wave of globalization and liberalization, all enterprises face vigorous competition. The enterprises must adjust their resources and strategy to survive. By organization change or defining different kinds attractive target segment, changing the structure or creating another new operating models for the future.
The middle manager works between top managers and line level. They are the first ones to grasp customer information and respond the environment demand for organization. It follows the up-level’s demands to do the planned and creative activities. It leads, manages and nurtures the down level. Whether the middle manager engages in the role appropriately or not is the key factor to the organization success.
The aim of this research has attempted to address the effect of the CHT’s middle mangers under business transformation and how to play their different strategic role – championing, facilitating, synthesizing and implementing.
Therefore, this research bases on the survey of the CHT’s southern branch. There are 400 questionnaires in total and response received 301 valid. By statistic analysis method get some findings as follows:
1.Personality trait, transformation leadership and transaction leadership are significant affect to the middle management strategic roles.
2.Personality trait and transformation leadership significantly affect to the organization performance.
3.The middle management strategic roles are significantly affecting the organizational performance.
4.The middle management facilitating role is the mediator between personality trait and customer satisfaction.
5.Different middle management strategic roles groups have significant difference. Those who belong to Positive-type middle managers were considered to contribute mostly to organizational performance.

第一章 緒論 ----------------------------------------------------------------------------1
第一節 研究動機 ----------------------------------------------------------------------1
第二節 研究目的 ----------------------------------------------------------------------4
第三節 研究流程 ----------------------------------------------------------------------5
第四節 論文結構 ----------------------------------------------------------------------6
第二章 文獻探討 ----------------------------------------------------------------------7
第一節 企業轉型 ----------------------------------------------------------------------7
第二節 人格特質 ---------------------------------------------------------------------18
第三節 領導型態 ---------------------------------------------------------------------22
第四節 中階主管的策略角色 -----------------------------------------------------37
第五節 組織績效 ---------------------------------------------------------------------45
第六節 各構面之關係 ---------------------------------------------------------------51
第三章 研究方法 ----------------------------------------------------------------------54
第一節 研究架構與假設 ------------------------------------------------------------54
第二節 變項與操作性定義 ---------------------------------------------------------56
第三節 研究樣本 ----------------------------------------------------------------------60
第四節 各量表之因素分析與信度分析 -----------------------------------------64
第五節 資料分析方法 ---------------------------------------------------------------70
第六節 研究限制 ----------------------------------------------------------------------72
第四章 實證研究分析與結果 ------------------------------------------------------73
第一節 各研究變項之描述性統計與相關分析 -------------------------------73
第二節 中階主管策略角色與組織績效之關係 -------------------------------78
第三節 不同中階主管策略角色集群在各研究構面之差異性分析 ------85
第四節 個人特性在各研究變項上之差異性分析 ----------------------------89
第五章 結論與建議 -------------------------------------------------------------------98
第一節 研究結論 ----------------------------------------------------------------------98
第二節 建議 ---------------------------------------------------------------------------101
參考文獻 -------------------------------------------------------------------------------103
附錄 -------------------------------------------------------------------------------------115

一、中文部分
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25.林維林，民85，「轉換型、交易型領導行為與領導效能關係之研究—以台灣省政府建設廳為個案分析」，東海大學公共行政學研究所碩士論文。
26.邱書璇，民82，「職業婦女之社會支持、內外控取向與壓力適應方式之研究」，東海大學企業管理研究所碩士論文。
27.邱盛林，民90，「轉型式、家長式領導模式與效能之比較─以退輔會所屬機構人員為例」，國立中山大學人力資源管理研究所碩士論文。
28.邱勝濱，民89，「私立高職校長領導行為、領導特質與領導效能關係之研究」，彰化師範大學工業教育學系碩士論文。
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30.柯際雲，民84，「企業員工個人特性，及其知覺之工作特性與領導型態對組織承諾的影響」，中興大學企業管理研究所碩士論文。
31.徐甄慧，民86，「女性人格特質、角色衝突與擔任高階主管關係之研究」，國立政治大學企業管理研究所碩士論文。
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33.袁素萍，民91，「企業轉型成功關鍵因素之研究」，成功大學企業管理研究所碩士論文。
34.張春興，民84，「張氏心理學辭典」，台北：東華書局。
35.張慶勳，民84，「國小校長轉化、互易領導影響學校組織文化特性與組織效能之研究」，國立高雄師範大學教育學系碩士論文。
36.張潤書，民87，「行政學」，修定初版，台北：三民書局。
37.許士軍，民81，「管理學」，台北：東華書局。
38.許文志，民84，「邁向21世紀台灣中小企業經營策略」，台北：揚智文化出版社，頁1~42。
39.許淑君，民86，「競爭策略、人力資源管理系統與組織績效之研究- 以國內大型製造業為例」，國立中山大學人力資源管理研究所碩士論文。
40.陳孟莉，民89，「外在環境、企業文化與組織再造之互動對於經營績效之影響研究-以國內資訊電子業為例」，國立成功大學企業管理研究所碩士論文。
41.陳明璋，民79，「中小企業轉型策略」，戰略生產力雜誌，頁132-135。
42.陳明璋，民85，「企業轉型的策略與成功關鍵」，貿易週刊，1690期，頁18~21。
43.馮君宜，民87，「組織學習與領導型態對高科技產業員工工作壓力與滿足之影響研究」，國立成功大學企業管理研究所碩士論文。
44.項賓和，民90，「轉換型領導、內外控取向與工作滿足之關係研究∼以台灣地區電視台新聞記者為例」，國立中山大學傳播管理研究所碩士論文。
45.黃堅厚，民68，「人格心理學」，台北：心理出版社。
46.楊牧青，民89，「工作特性、人格特質與工作滿意度關係之研究」，國立成功大學交通管理科學研究所碩士論文。
47.廖裕月，民86，「國小校長轉化領導型式與領導效能之研究：以北部四縣市為例」，國立台北師範學院國民教育研究所碩士論文。
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49.趙揚清，民92，「提昇國營事業經營績效之研究」，國家政策論壇季刊，4月。
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52.鄭臻妹，民90，「內外控人格特質、工作特性及工作績效之分析研究」，國立中央大學人力資源管理研究所碩士論文。
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