面對加入WTO的貿易開放、生產基地的轉移、全球化的競爭趨勢，外在環境的變動，對企業的興衰固然有一定程度的衝擊與影響，但企業內在的策略、變革、領導、管理以及執行力的展現，更攸關企業的成敗與存亡。策略的擬定與變革的促動是高階主管的職責，堪稱維繫企業成敗的關鍵源頭，然而，實際帶領成員執行、貫徹以及左右成效的中階主管，卻往往是另一項關鍵所在。半導體業屬於資本密集、技術密集的產業，向來為國家經濟發展的重要指標。因此，本研究主要係以半導體業為範圍，探討中階主管的人格特質、領導風格及情緒智力與部屬工作績效之間的關聯性。
本研究以證券期貨交易所以及櫃檯買賣中心所登錄，營業項目屬於半導體業為範圍之上市、上櫃之公司為研究對象。採用郵寄問卷方式，以該中階主管的部屬為訪問者，總共回收104份有效樣本。主要運用敘述性統計、因素分析、典型相關分析及變異數分析等統計分析方法。
研究結果顯示：（一）主管的人格特質與部屬的工作績效之間存在顯著的關聯性，當主管的人格特質愈傾向嚴謹自律性時，則部屬工作品質方面的表現將會愈佳。（二）主管的轉換型領導風格與部屬的工作績效之間存在顯著的關聯性，當主管的轉換型領導風格愈傾向激勵鼓舞時，則部屬工作品質方面的表現將會愈好。（三）主管的情緒智力與部屬的工作績效之間，並無顯著的關聯性。（四）1.主管的人格特質與轉換型領導風格之間存在顯著的關聯性，當中階主管的人格特質愈傾向嚴謹自律性時，則其在魅力領導風格方面的傾向也會愈明顯。2.主管的人格特質與情緒智力之間存在顯著的關聯性，當中階主管的人格特質愈傾向和善性、神經質、外向性時，則在情緒智力方面的自我控制能力、人際關係能力、同理心的表現也會愈明顯。3.主管的領導風格與情緒智力之間存在顯著的關聯性，當中階主管愈傾向魅力領導風格時，則在情緒智力方面的同理心傾向也會愈明顯。（五）公司的員工人數、營業額以及受訪者年齡、學歷的不同，對各構面的認同程度上並無顯著差異。

Along with the effect of entering into WTO, industries confront the trends of open trade, production base shift, and global competition. The external environmental change no doubt causes a certain extent of influence to the rise and fall of an industry, nevertheless, the internal strategies, reforms, leaderships, management and implementing power will absolutely affect the success and failure of an industry. To draw up a strategy and push ahead with the reform is the responsibility of a high-level manager who is the key to the industry’s success and failure; however, the middle-level manager who actually leads the team to implement, carry through the strategies and even control the effects is usually another key. Semiconductor industry is a capital-intensive and technology-intensive industry, which is an important index of the economic development in the country. For the reason, this study is mainly on the basis of the Semiconductor parts industries, to probe into the relationships among the middle-level manager’s personality, leadership style, emotional intelligence and subordinate’s job performance.
The object of this study consists of all listed companies which are Semiconductor parts registered in Stock Exchange Corporation and GreTai Securities Market. The questionnaires were sent by mail to middle-level managers’ subordinates as the interviewees, and total 104 sets of valid samplings were retrieved. The applied statistic methods are Descriptive Statistics, Factor Analysis, Canonical Correlation Analysis and Analysis of Variance (ANOVA).
The result of this study represents that: (Ⅰ) A manager’s personality and the subordinate’s job performance are obviously related. When the manager’s personality tends to be conscientious, the subordinate shows better quality and performance at work. (Ⅱ) A manager’s transformational leadership style is linked with the subordinate’s performance. When the manager’s transformational leadership style tends to be motivational and inspirational, the subordinate shows better quality and performance at work. (Ⅲ) A manager’s emotional intelligence is not notable connected to the subordinate’s performance. (Ⅳ) 1. There is a notable correlation between a manager’s personality and transformational leadership style. When the manager’s personality tends to conscientiousness, his tendency towards charismatic leadership will be obvious. 2. There is a notable correlation between a manager’s personality and emotional intelligence. When the manager’s personality tends to agreeableness, neuroticism and extraversion, his behavior towards self-control, interpersonal relationship, and empathy on emotional intelligence dimension will be obvious. 3. There is a notable correlation between a manager’s leadership style and emotional intelligence. When the manager tends to charismatic leadership style, his tendency towards empathy on emotional intelligence dimension will be obvious. (Ⅴ) The different company personnel number, sales turnover, interviewee’s age, and education level show no remarkable variations toward the identification with every dimension.

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