本研究旨在建構中國式領導模式及其在服務業之應用，首先本研究採文件分析法，探討領導理論發展、組織文化、中國式領導、領導效能的理論內涵，以作為本研究理論依據，其次根據文獻分析結果，編製服務業領導行為、組織文化和領導效能三種量表，以做為蒐集實證資料的工具。
問卷編成之後，敦請領導和測驗理論有深入研究的學者專家惠予斧正，並進行預試，以建構調查工具的效度和信度，本研究採問卷調查法，以台灣區服務業從業人員為母群體，採分層隨機抽樣方式，共抽出2,275個樣本，再以郵寄問卷方式進行施測，回收1,218份，回收率53.5%，有效問卷1,106份。問卷資料以因素分析、Pearson相關分析、多變項變異數分析、多元逐步迴歸分析、線性結構關係模式、層級迴歸分析等統計方法，以考驗研究假設，俾供作為資料解釋的依據。
根據文獻探討和問卷調查結果等資料，本研究獲致下列結論：
一、以服務業組織文化為中介變項，所建構領導行為、組織文化、領導效能之中國式領導模式，整體配適度最佳。
二、服務業員工之領導行為感受、領導行為期望、組織文化、領導效能各架構間呈顯著正相關。領導行為期望與感受差距和上述各架構間呈顯著負相關。
三、不同背景和情境變項對領導行為感受、領導行為期望、領導行為期望與感受差距、組織文化、領導效能等五個架構，有顯著差異。
四、服務業員工之領導行為感受、組織文化兩架構對領導效能，有顯著預測力；領導行為期望、領導行為期望與感受差距兩個架構對領導效能，無顯著預測力。
五、服務業員工之領導行為感受對領導效能有直接正向效果，透過領導行為所塑造的組織文化對領導效能有間接正向效果。
六、服務業背景和情境變項、組織文化、領導行為感受對領導效能分別具有自變項影響、中介影響、主要影響；三者之交互作用對領導效能亦具有交互影響。
根據本研究各結論，對服務業主管領導，建議如下：
一、服務業主管宜兼採親、師、君之領導架構，以直接提升領導效能。
二、服務業主管宜以親、君之領導架構，塑造組織文化，以間接提昇領導效能。
三、服務業之主管宜重視親架構和支持性文化，主管年資和師架構間的交互影響。
四、服務業主管宜掌握員工期望，以縮短領導行為期望與感受之差距。
五、服務業主管宜對部屬尊重信任、關懷體恤，並保持良好的互敬互信關係。
六、服務業主管宜運用角色示範、教導和經驗分享，以協助組織和員工之成長。
七、服務業主管宜協助成員瞭解組織規範，適當運用職權和獎懲措施，以促進組織目標之達成。

The purpose of this research was to establish the Chinese Leadership Model’s application in the service industry. Documentary analysis was first used to discuss the development of leadership theory, organization culture, Chinese leadership, and theory content of effective leadership so as to establish a basis for the research theory. Next, according to the analysis result of data sources, three types of inventory charts, one each for leadership behavior, organization culture, and leadership effectiveness in the service industry, were created as instruments for gathering empirical data.
After the questionnaire was created, scholars with extensive research experience in leadership and testing theory were invited to guide and conduct a pilot test in order to establish the validity and reliability of the research instrument. This research utilized the questionnaire survey method. The sample population was composed of service industry personnel in the Taiwan area. Stratified random sampling was used. A total of 2,275 samples were drawn. Then, questionnaires were mailed out to conduct field test. The number of questionnaires collected back was 1,218, with 1,106 valid ones, a success rate of 53.5%. The research hypothesis was tested on the questionnaire data using a variety of methods including factor analysis, Pearson correlation analysis, multivariate variance analysis, multiple stepwise regression, linear structure relations model, and hierarchy regression analysis. This served as a basis for the explanation of the data.
According to documentation and research questionnaires, the following conclusions have been drawn:
1. With service industry organization culture as the intermediary variable, the leadership behavior, organization culture, and leadership effectiveness established under a Chinese-style leadership model achieves the best overall goodness of fit.
2. The various frameworks of leadership behavior perception, leadership behavior expectation, organization culture, and leadership effectiveness of employees in the service industry display a significant positive correlation. The gap between expectation and perception of leadership behavior vis-a-vis the above frameworks shows significant negative correlation.
3. Different backgrounds and situational variables have statistical significance on the five frameworks of leadership behavior perception, leadership behavior expectation, gap between expectation and perception of leadership behavior, organization culture, and leadership effectiveness.
4. The leadership behavior perception and organization culture frameworks of service industry employees have significant predictive ability on leadership effectiveness.
5. The leadership behavior perception of service industry employees has a positive and direct effect on leadership effectiveness. The organization culture formed through leadership behavior has a positive and indirect effect on leadership effectiveness.
6. Service industry background and situational variables, organization culture, and leadership behavior perception each has independent variable effects, mediating effects, main effects and moderating effects on leadership effectiveness.
According to the conclusions of this research, the following recommendations are proposed for service industry management:
1. Service industry management should adopt the leadership frameworks of a parent, a mentor, and a monarch in order to increase leadership effectiveness directly.
2. Service industry management should use the leadership frameworks of a parent and a monarch to shape the organization culture so as to raise leadership effectiveness indirectly.
3. Service industry management should stress the parent framework as well as a supportive culture. The mediating effects between the seniority of management and the mentor framework should also be emphasized.
4. Service industry management should grasp employee expectation in order to shorten the gap between leadership behavior expectation and perception.
5. Service industry management should treat subordinates with respect, trust, concern, and care. A positive relationship of mutual respect and trust should be maintained.
6. Service industry management should utilize role demonstration, instruction, and experience sharing to assist the organization and help employees grow.
7. Service industry management should help employees understand organizational norms. Authority as well as reward and punishment measures should be properly applied in order to propel the accomplishment of organizational objectives.