本研究旨在分析投信從業人員，個人背景變項對領導風格與員工績效之影響，個人背景變項會因各產業不同企業文化等因素，而產生不同的結果，因此個人背景中眾多變項，本研究僅對性別、年齡、婚姻狀況、教育程度、工作職位、工作年資加以探討。檢驗員工個人背景變項，對於其所覺察之主管領導風格是否有顯著差異？及主管個人背景變項，對於其所覺察之員工績效是否有顯著差異？ 以採問卷調查法，針對投信從業人員為研究對象，問卷發放時間為2012年3月1日至3月30日止，問卷內容分為「領導風格」及「員工績效」兩種類型，本研究共發出600份問卷，回收473份，有效問卷415份，分別為領導風格問卷209份，員工績效206份，以描述性分析、t test及one-way ANOVA單因子變異數進行統計分析。 研究結果顯示： (一)投信業主管領導風格整體現況良好，以「理想化影響力」構面得分最高。 (二)投信業員工工作績效整體現況良好，以「效能指標」構面得分最高。 (三)員工「年齡」、「教育程度」、「工作職位」以及「工作年資」對其覺知的主管領導風格造成顯著的差異性。 (四)主管「教育程度」、「工作職位」以及「工作年資」對其覺知的員工工作績效造成顯著的差異性。 The study aims to analyze the effects of personal background variables of the employees in Securities Investment Trust Enterprise (SITE) on leadership style and employees’ work performance. Since personal background variables are expected to vary due to different types of industry or business culture, the present study focuses on analyzing the effect of gender, age, marital status, educational level, job position and job seniority. More specifically, the study tries to examine (1) the effect of employees’ personal background on their perceptions of supervisors’ leadership styles, (2) the effect of managers’ personal background on their perceptions of subordinates’ work performance? A questionnaire survey approach is adopted and sampled 600 employees from March, 1 to March, 30, 2012. The content of questionnaire contains the classification of Leadership Style and Employee Work Performance. A total of 473 questionnaires were received and 415 were valid, including 209 for Leadership Style and 206 for Employee Work Performance.Statistical techniques such as descriptive analysis, t-test and one-way ANOVA were used to analyze the data and exam the relationships and effects among the variables. The results showed that: 1.The overall condition of leadership style in SITE is good and the Idealized Influence perspective has the highest score. 2.The overall condition of employees’ work performance in SITE is good and the Performance Indicator perspective has the highest score. 3.Employee’s age, education, job position and job seniority make a significant difference on their perceived director’s leadership style. 4.Director’s education, job position and job seniority make a significant difference on their perceived employee''s work performance.
