本研究以平面顯示玻璃基板公司生產部人員為對象，希望探討領導型態、工作投入對工作績效的影響，同時檢驗工作投入在領導型態與工作績效中所發揮的中介效果，並針對研究結果提出建議，作為管理上的參考。
　　本研究採用問卷調查法，共發出235份問卷，回收有效問卷209份；將回收資料採用T檢定、單因子變異分析、Pearson相關分析及迴歸分析等方法驗證後，研究結果發現：
1.生產部主管較常使用轉換型領導型態，以理想化的影響構面最常使用。
2.員工對主管領導型態的知覺會因個人屬性不同，而有顯著差異。
3.工作投入不會因個人屬性不同，而有顯著差異。
4.工作績效會因個人屬性不同，而有顯著差異。
5.轉換型領導型態之才智的啟發、理想化的影響、個別化的關懷與工作投入有顯著正相關。
6.交易型領導型態之權宜的獎賞與工作投入有顯著正相關。
7.轉換型領導型態之才智的啟發、理想化的影響、個別化的關懷與工作績效有顯著正相關。
8.交易型領導型態之權宜的獎賞與工作績效有顯著正相關。
9.工作投入對工作績效有顯著的正相關。
10.轉換型領導型態之才智的啟發對工作投入有顯著的正向影響；精神上的鼓勵對工作投入有顯著的負向影響。
11.交易型領導型態對工作投入並無顯著的影響。
12.轉換型領導型態之才智的啟發對脈絡績效有顯著的正向影響；精神上的鼓勵對脈絡績效有顯著的負向影響。
13.交易型領導型態之權宜的獎賞對任務績效有顯著的正向影響。
14.工作投入對工作績效有顯著的正向影響。
15.工作投入對轉換型領導與工作績效間存在中介效果。
16.工作投入對交易型領導與工作績效間存在部份中介效果。

　Production people working in TFT-LCD glass substrates company were selected for this study.The study is aimed to investigate the influence of the leadership style on job performance,the intermediate effect of job involvement to leadership style.Some suggestions will be made for management in the field according to the study results.
　In order to research the above objective,this study used 235 questionnqires to gather 209 valid questionnaires.The data was analyzed by a number of statistical techniques such as T-tset analysis,One-way-ANOVA,Pearson correlation analysis,Regression analysis.The evidence was found in the the study indicated that :
1.The usually used leadership style of production department head was transformational leadership,most usually used was idealized influence dimension.
2.According to the employee would cause a difference for leadership style of production department head perception.
3.According to the employee would not cause a difference for job involvement of employee.
4.According to the employee would cause a difference for job performance of employee.
5.Intellectual stimulation,idealized influence,individualized consideration, of transformational leadership have significantly positive effects on the job involvement.
6.Contingent Reward of transactional leadership have significantly positive effects on the job involvement.
7.Intellectual stimulation,idealized influence,individualized consideration, of transformational leadership have significantly positive effects on the job performance.
8.Contingent Reward of transactional leadership have significantly positive effects on the job performance.
9.Job involvement have significantly positive effects on the job performance.
10.Intellectual stimulation of transformational leadership have significantly positive predictor of the job involvement, inspirational motivation of transformational leadership have significantly negative predictor of the job involvement.
11.Transactional leadership have no significantly predictor of the job involvement.
12.Intellectual stimulation of transformational leadership have significantly positive predictor of the cntextual performance, inspirational motivation of transformational leadership have significantly negative predictor of the contextual performance.
13.Contingent Reward of transactional leadership have significantly positive predictor of the task performance.
14.Job involvement is a significantly positive predictor of the job performance.
15.The job involvement play an intermediate effect between transformational leadership and job performance.
16.The job involvement play an partially intermediate effect between transactional leadership and job performance.

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