根據鄭瀛川、陳彰儀(2004)研究發現外派大陸台籍經理人其領導行爲表現出威權、仁慈、德行與法治等四種領導型態。本研究延續該研究，探討這些領導行爲如何產生？如何轉變及其背後的影響因素爲何？木研究採質性研究的半結構式訪談作爲資料蒐集的方法，研究者於昆山、蘇州、深圳、東莞、廣州等地共訪談27位派駐大陸台籍經理人。隨後，根據獲得的文本資料進行歸納分析及脈絡分析，以回應研究之問題。研究結果發現，台籍經理人在大陸的領導行爲主要呈現「先高壓後懷柔」以及「先懷柔後高壓」兩種轉變型態。而主管對部屬的知覺是影響其轉變的主要原因，其中包括關係、忠誠、才能、勤勞、功利、誠信與和諧等七項因素。在討論部分，研究者將本研究結果與西方權變領導、華人差序式領導及跨文化領導研究進行比較，同時，藉本研究探討人陸文化環境對領導行爲可能的影響。

In a recent research, Cheng & Chen (2004) found that authoritarian, benevolent, moral, and regulatory leadership were the four types of leadership behavior adopted by Taiwanese expatriate managers. As a follow-up of the above research, this research discusses how these leadership behaviors develop and shift, and what are the factors for these changes? This research collected data through semi-structured interviews. The researchers interviewed 27 Taiwanese expatriate managers at Kunshan, Suzhou, Shenzen, Dongguan, and Guangzhou, and then conducted inductive analysis and contextual analysis to generate results for the research questions. The results indicate that Taiwanese expatriate managers in Mainland China mainly showed two particular patterns of changes in the practice of leadership styles: "from authoritarian to benevolent" and "from benevolent to authoritarian". The research also found that the manager's perception of the subordinate (with respect to guanxi, loyalty, competency, hardworking, utilitarian, honesty, etc.) is the main reason for the changes of leadership style. The researchers compare the results of this study with literatures on western contingency leadership, Chinese differential leadership, and cross-cultural leadership. In addition, this research discusses the possible impact of Mainland China's culture toward leadership behaviors.