本研究主要探討臺灣港務股份有限公司在威權領導風格下，是否可藉由賦權行為，提高員工工作績效及組織認同的正向影響。透過問卷調查港務公司及四分公司之基層員工，有效問卷共104份。利用各種分析方法，包括因素分析及信度分析、人口統計變數、Pearson相關分析以及迴歸分析，以驗證本研究所推導的各項假設與各因素間關係結果，分別假設如下：
假設一（H1）：威權領導對工作績效具有正向影響。
假設二（H2）：威權領導對組織認同具有負向影響。
假設三（H3）：賦權行為可調節威權領導及工作績效之正向關係。
假設四（H4）：賦權行為可調節威權領導及組織認同之負向關係。
研究結果顯示威權領導與工作績效有顯著的正相關，因此可推論當組織實施威權領導的風格，可以有效增進員工之工作績效，並提升員工對團隊的紀律與績效，加強員工之業務應變能力；然而，威權領導、工作績效、組織認同與賦權行為間無顯著效果。

The study mainly discusses the connection of Authoritarian Leadership, Job Performances, Organization Orientation, and Empowerment Behavior. Hypotheses were proposed as follows:
H1: authoritarian leadership has positive relationship with job performance.
H2: authoritarian leadership has negative relationship with organization orientation.
H3: empowerment behavior has a positive moderating effect on authoritarian leadership and job performance.
H4: empowerment behavior has a positive moderating effect on authoritarian leadership and organization orientation.
Results are based on 104 employees in Taiwan International Ports Corporation. After the analysis of Factors, Reliability, Pearson, and Regression. Authoritarian Leadership will improve employees' Job Performances. However, the Empowerment Behavior has no positively connection with employees' job performance and organizational orientation among the Authoritarian Leadership.

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