當今企業環境瞬息萬變，加上民主思維與個人主義抬頭之影響，員工的意識漸漸高漲，如何將領導發揮至最大效能並順應時勢調整領導型態謂為一門學問。自1978年Burns提出關於領導的理論，其中包括轉換型領導及交易型領導，哪一種領導型態為最好的模式沒有絕對的答案，端看其對企業及組織所帶來效應的良窳，而權力距離及組織氛圍即為本研究欲探討的範圍。
本研究透過文獻探討將領導型態分為兩個構面，依其的影響探討權力距離兩個構面及組織氛圍的九個構面，並以權力距離為中介的條件下論述其關聯。而後運用問卷調查的方式，蒐整實證資料，再透過SPSS軟體的分析功能，建立構面彼此間的相關性資料及迴歸分析結果，依研究結果顯示，轉換型領導對權力距離認知及組織氛圍的影響部分成立；交易型領導對權力距離認知的影響不成立，對組織氛圍則部分成立；權力距離認知對組織氛圍的影響部分成立；權力距離對轉換型領導與組織氛圍的效果為部分中介、而對於交易型領導與組織氛圍的中介假設則不成立。綜合上述結論，本研究驗證了領導型態與組織氛圍之關係及權力距離的中介效果，並提供管理意涵和實務上的具體建議。

Due to the rapid changing environment, the impact of democratic thinking and the rise of individualism, staff awareness has gradually increased. How to maximize the effectiveness of leadership and adjust the leadership style in line with the situation is a matter of learning. Since 1978 Burns put forward the theory of leadership, which includes transformational leadership and transactional leadership. There is no absolute answer to which leadership type is the best. It depends on the good effect it brings to enterprises and organizations. Power distance and organizational atmosphere are the scope of this research.
In this study, through the literature discussion, the leadership type is divided into two facets. According to its influence, it explores the two facets of power distance and the nine facets of the organizational atmosphere, and discusses its relationship under the condition of power distance as an intermediary. Then use questionnaires to collect relevant research data, and then use the analysis function of the SPSS software to establish correlation data and regression analysis results between the facets. According to the research results, the transformational leadership's perception of power distance and organizational atmosphere The influence of transactional leadership is partially established; the influence of transactional leadership on power distance perception is not established, but the establishment of organizational atmosphere is partially established; the influence of power distance perception on organizational atmosphere is partially established; the effect of power distance on transformational leadership and organizational atmosphere is partially intermediary, and The intermediary assumptions about transactional leadership and organizational climate are not true. Based on the above conclusions, this study verifies the intermediary effect of the relationship between leadership type and organizational atmosphere and power distance, and provides specific suggestions on management implications and practices.

摘要 i
Abstract ii
誌謝 iii
目錄 iv
表目錄 vi
圖目錄 viii
第一章 緒論 1
第一節 研究背景 1
第二節 研究動機 2
第三節 研究目的 2
第四節 研究流程 3
第二章 文獻探討 4
第一節 領導型態 4
第二節 權力距離 7
第三節 組織氛圍 9
第四節 各項研究變項的關係 14
第三章 研究方法 16
第一節 研究架構 16
第二節 研究假設 16
第三節 研究方法 18
第四節 研究對象及抽樣分法 26
第五節 資料分析方法 28
第四章 研究結果 31
第一節 敘述性統計分析 31
第二節 信度分析 39
第三節 效度分析 41
第四節 差異分析 42
第五節 相關係數分析 50
第六節 層級迴歸分析 52
第五章 結論與建議 60
第一節 結論 60
第二節 管理意涵與建議 62
第三節 研究限制與後續研究之建議 64
參考文獻 66
中文文獻 66
英文文獻 67
附錄-問卷調查表 72
表2-1 組織氛圍構面面向 12
表3-1 領導型態構面定義 18
表3-2 領導型態題項 19
表3-3 權力距離構面 21
表3-4 組織氛圍構面定義 22
表3-5 組織氛圍題項 24
表3-6 問卷衡量構面題項分配表 27
表4-1 性別之描述性統計資料 31
表4-2 年齡之描述性統計資料 32
表4-3 學歷之描述性統計資料 32
表4-4 婚姻之描述性統計資料 33
表4-5 任職產業之描述性統計資料 33
表4-6 任職年資之描述性統計資料 34
表4-7 與直屬主管共事年資之描述性統計資料 34
表4-8 工作職級之描述性統計資料 35
表4-9 轉換型領導之描述性統計資料 35
表4-10 交易型領導之描述性統計資料 36
表4-11 權力距離之描述性統計資料 37
表4-12 組織氛圍之描述性統計資料 38
表4-13 量表信度分析表 39
表4-14 權力距離量表修訂後之信度分析表 40
表4-15 性別之獨立樣本t檢定表 42
表4-16 婚姻之獨立樣本t檢定表 43
表4-17 年齡之單因子變異數檢定表 44
表4-18 教育程度之單因子變異數檢定表 45
表4-19 任職產業之單因子變異數檢定表 46
表4-20 任職年資之單因子變異數檢定表 47
表4-21 與主管共事年資之單因子變異數檢定表 48
表4-22 工作職級之單因子變異數檢定表 49
表4-23 構面相關係數分析表 51
表4-24 轉換型領導對權力距離之迴歸分析表 53
表4-25 交易型領導對權力距離之迴歸分析表 54
表4-26 權力距離對組織氛圍之迴歸分析表 55
表4-27 轉換型領導對組織氛圍之迴歸分析表 56
表4-28 交易型領導對組織氛圍之迴歸分析表 57
表4-29 權力距離對於轉換型領導與組織氛圍之層級迴歸分析表 58
表4-30 權力距離對於交易型領導與組織氛圍之層級迴歸分析表 59
表5-1 研究假設結果表 63
圖1-1 研究流程圖 3
圖3-1 研究架構圖 16

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