Hersey與Bianchard之情境領導論認為部屬的工作成熱度會干擾主動結構領導行為與部屬工作績效及上司滿足感的關係，在部屬工作成熟度高的狀況下，要採用低度的主動結構行為；在工作成熟度中的狀況下，要採用中度的主動結構行為；而在工作成熟度低的狀況下，則要採用高度的主動結構行為，其效果最好。由於此論的概念基礎薄弱，也沒有考慮到領導行為與後果變項問的中介變項，因此，其想法頗令人懷疑。為了驗證此論的有效性，本研究以274位護理人員與303位企業職員為對象，發現：（1）部屬的工作成熟度對其工作績效具有顯著的影響效果；（2）主動結構行為對部屬的上司滿足感具有顯著的影響效果；（3）部屬的工作成熟度與主動結構行為的交互作用，對部屬的工作績效與上司滿足感，不具有顯著的影響效果。此結果並不支持情境領導論的主張。最後，討論了本研究在領導研究與領導訓練上的涵義。

　　　　　According to the Hersey and Blanchard's Situational Leadership Theory, subordinate job maturity has moderating effect on the relationship between leader's initiating structure and subordinate effectiveness. As the level of subordinate job maturity increases, the leader should decrease the amount of his/her initiating structure. However, the theory has some deficiencies which include the conceptual basis of the theory is weak and a number of important intervening variables are ignored. Using 274 nurses and 303 business staff as the subjects, this study is designed to explore the validation of the theory. The findings are as follows: (a) the subordinate job maturity has main effect on his/her job performance; (b)the leader initiating structure has main effect on subordinate's supervision satisfaction; (c) the subordinate job maturity and leader's initiating structure have no interaction effects onsubordinate's job performance and supervision satisfaction. The results do not support the theory. Finally, the implications of this study in leadership research and leadership training are discussed.