本研究旨在探討實驗室主管的領導風格如何影響員工心理態度，特別關注轉換型與交易型領導對檢測實驗室分析師之組織認同與工作投入的影響。研究以 Bass 與 Avolio (1994) 的全方位領導模型為理論基礎，透過問卷調查蒐集台灣地區檢測實驗室分析師對主管領導行為的實際感知，釐清其對組織認同與工作投入的形成機制。
實證結果顯示，當分析師感受到主管展現轉換型領導風格 (如願景引導、激勵鼓舞、個別關懷) 時，較之交易型領導 (如目標明確、績效導向)，其組織認同與工作投入程度皆表現出更強烈且顯著的正向反應。本研究亦驗證轉換型領導的增額效應 (Bass & Avolio, 1990)，意即在價值交換為核心的交易型領導基礎之上，價值共鳴導向的轉換型領導能進一步強化員工心理投入與情感連結。
此外，本研究發現轉換型領導在受訪樣本中的平均得分顯著高於交易型，顯示與過往文獻認為實驗室偏重交易型的觀點有所差異，可能反映職場環境轉變、年輕世代崛起及企業強調人本管理的影響，凸顯轉換型領導在高規範產業中的實用性與重要性。
進一步分析指出，部分人口特徵與實驗室條件會調節領導風格對心理態度的影響，如中年資員工對兩種領導風格皆展現較高組織認同，而年長員工則對其工作投入反應較低。此外，組織認同亦在轉換型領導與工作投入之間扮演完全中介角色，突顯情感歸屬感在轉化領導行為為實際動力中的關鍵地位。
本研究貢獻在於提供高標準流程產業下的領導觀察，並對實務提出具體建議。主管宜實踐以轉換型領導為核心、交易型為基礎的理想輪廓領導模式，在日常管理中落實清晰目標與績效回饋 (交易型)，並結合長遠願景、正向激勵與個別關懷 (轉換型)，以有效提升員工的組織認同與工作投入。

This study explored how laboratory supervisors’ leadership styles influence analysts’ organizational identification and work engagement in Taiwan. Based on the Full Range Leadership Model, an online survey collected analysts’ perceptions of supervisors’ leadership behaviors and their psychological responses. Results showed that transformational leadership (e.g., idealized influence, individualized consideration) led to significantly higher organizational identification and work engagement than transactional leadership (e.g., performance-based rewards). The augmentation effect of transformational leadership was also confirmed. Comparing to transactional leadership, transformational leadership received higher average scores, challenging the tranditionsl assumption that laboratories mainly adopt transactional styles. Moderation and mediation analyses further revealed that certain demographic variables shaped the effects of leadership styles, and organizational identification fully mediated the relationship between transformational leadership and work engagement. This study highlighted the need to balance transactional structure with transformational practices to foster employee commitment in highly regulated working environments.

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