本研究主要探討領導風格與組織文化相互間之關聯性，其對組
織效能之影響以及產業特性與組織結構等情境因素之干擾效果，亦
一併進行深入探討與分析。
　　本研究依Bass與Avolio(1990)將領導分為轉型、交易與放任三
種風格，並依Cook與Szumal(1993)將組織文化分為建設性、積極
/防禦性及消極/防禦性三種文化類型，進而探討其相互關聯性。本
研究的受測對象包括台灣地區94家公司（含領導人任職達二年以上
之電子、紡織業上市公司及綜合證券商）之1021位企業員工，共實
得927份有效問卷，並分為七項命題八個假設予以探討及驗證。
　　經研究結果主要發現有三：首先，我國企業多數集中於轉型領
導與建設性文化，且不同領導風格與不同組織文化間具有三對三對
應之密切關聯性，可明確映證「何種領導風格與何種組織文化確有
關聯」之論點。尚且，可能受我國傳統文化的影響，本研究對前揭
關聯性之實徵結果，其關聯性尤較國外實徵結果為密切。其次，本
研究發現，不僅不同領導風格與不同組織文化之組織效能顯然有別
，且領導風格與組織文化之組合不同，組織效能之差異尤為顯著。
此種關係結果尚未發現以往有相關文獻予以探討。最後，情境因素
對領導風格與組織文化關聯性，或其對組織效能影響之實徵結果顯
示，產業特性之干擾效果較不顯著，組織結構則有顯著之干擾效果
。同時，本研究亦發現，在組織結構之不同構面中，組織正式化與
集權化程度之影響方向並不一致，該兩者對於領導風格與組織文化
關聯性，或兩者對於組織效能之影響，均有某種程度之替換或抵銷
效果。此一結果以往尚乏相關文獻予以探討，皆可視為本研究之新
發現。

This study aims to examine the relationship between leadership style and
organizational culture, the impacts of organizational
effectiveness on leadership
style, organizational culture and their relationship among Taiwan companies. In
order to generalize the related results, this study selects industry group and
organizational structure for assessing whether different industry group and
organizational structure would result in different organizational culture,
leadership, their relationship, and organizational effectiveness upon their
relationship.
Based on Bass and Avolio (1990), the classification of leadership includes
transformational, transactional, and laissez-faire leadership.
Relatively compare
to leadership styles, upon Cooke and Szumal (1993), the classification of
organizational culture includes constructive, aggressive/defensive, and
passive/defensive types. These matched styles allow this study empirically
examine the relationship between organizational culture and
leadership style and
the impacts of their relationship. Total samples are 1021, consisting of 927
effective samples, selected from 94 electronic, textile, and
securities companies
whose top leaders are required to have at least two-year
experience. The empirical
testing of this study consists of seven propositions and eight hypotheses.
The empirical findings of this study can be summarized as follows: First,
most Taiwan companies are characterized as transformational leadership and
constructive culture. In addition, the other two classes of
organizational culture
and leadership style also have an exact one-on-one mapping each other. These
results can be attributed to Chinese tradition. This can be considered as a new
finding in the area. Second, different relationship between
organizational culture
and leadership style produce significantly different level of organizational
effectiveness. This is also a new finding in related
literature. Third and finally,
industry group does not significantly affect the relationship
between culture and
leadership style; but the organizational structure does. In
addition, this study finds
that there exists substitution and offset effect deriving from the impacts of
formalization and centralization on organizational culture,
leadership style, and
organizational effectiveness. This result can also be
considered as a new finding
of the area.