隨著技術的進步，行動電話產業在創新、品質和速度上的競爭越來越激烈。隨著物聯網和OTT的興起，商業模式顯著的轉移，行動電話公司避免淪為笨水管。現今，行動電話公司提供廣泛的移動應用和數位匯流服務，以提高收入並搶攻市占率。本研究探討行動電話公司主管的領導風格是否會提升員工的組織績效，理論架構考量了轉型領導、交易領導、全面質量管理和組織績效。研究模型中，構面的同意程度與因果關係被衡量。此外，TQM被當作領導風格和組織績效之間的中介變數。訪問對象為台灣行動電話公司員工，最後回收的有效樣本數為278份。
研究結果顯示，轉型領導和交易領導皆對TQM策略與組織績效有顯著的正向關係， TQM策略對組織績效有顯著的正向關係。從標準化路徑係數的比較，發現TQM策略對組織績效的影響最強，其次則為交易型領導和轉型領導。TQM策略在轉換型領導與組織績效之間具有部分中介效果，並且也在交易型領導與組織績效之間具有部分中介效果。再來藉由ANOVA分析受訪者的人口特性與TQM、轉換型領導、交易型領導、組織績效之間存在差異性。最後，根據實證數據分析的結果，提出相對應的管理意涵提供行動電話產業參考，透過促進公司實施轉換型領導、交易型領導、TQM來提升組織績效。

With the progress of technology, the competition of mobile telecommunications is becoming increasingly intense in terms of innovation, quality, and speed. As the business model shifts due to the rise of the Internet of things (IoT) and Over-the-top content (OTT), mobile telecommunications companies strive to be competitive. Nowadays, mobile telecommunications companies provide a wide array of mobile applications and digital convergence services in order to boost revenue and grab a market share. This study examines whether the leadership style of mobile telecommunications operators will enhance the level of organizational performance of their employees. The theoretical framework considers transformational leadership, transactional leadership, total quality management (TQM), and organizational performance. The levels of the constructs are measured, and the causal relationships among the constructs in the research model are investigated. In addition, TQM is used as the mediator to link the relationship between leadership styles and organizational performance. A total of 278 effective respondents were collected by distributing questionnaires to the employees of mobile telecommunications companies in Taiwan.
In the results, it was found that both transformational and transactional leadership had positive influences on company TQM strategies as well as on organizational performance and that TQM significantly positively influenced organizational performance. A comparison of the standardized path coefficients revealed that TQM had the strongest impact on organizational performance, followed by transactional leadership and transformational leadership. TQM partially mediated both the relationship between transformational leadership and organizational performance as well as the relationship between transactional leadership and organizational performance. Further, the ANOVA results revealed that the TQM, transformational and transactional leadership, and organizational performance levels of the respondents varied significantly with their demographic characteristics. Finally, managerial suggestions are provided for the mobile telecommunications industry that may possibly increase organizational performance via promoting transformational and transactional leadership, and TQM.

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