本研究以領導風格為自變數，探討組織在不同領導風格下，是否會有不同的組織氣候類型；其次探討不同的領導風格與組織氣候下，是否激起不同組織創新，最後加入組織績效，探討其與其他構面間的相互關係。
本研究以台灣製造業、服務業及高科技產業等三產業為研究對象。藉此瞭解台灣企業的領導風格、組織氣候、組織創新及組織績效等問題。本研究總共發出問卷300份，回收224份，去除無效問卷15份，有效問卷209份，有效問卷回收率為69.7﹪。
本研究利用迴歸分析 (regression analysis )藉以了解領導風格、組織氣候、組織創新及組織績效等構面因素的相互影響程度。實證結果如下：
1.領導風格構面與組織氣候構面之影響關係：關懷、定規對組織氣候各構面具有預測力及正向顯著影響。
2.領導風格構面與組織創新構面之影響關係：關懷、定規對組織創新各構面具有預測力及正向顯著影響。
3.組織氣候構面與組織創新構面之影響關係：管理型態對組織創新各構面具有預測力與顯著正向影響；人際關係僅對技術創新具有預測力與顯著負向影響；責任風險僅對技術創新具有預測力與顯著正向影響。
4.組織創新構面與組織績效構面之影響關係：管理創新對組織績效各構面有顯著影響；技術創新僅對非財務績效有顯著影響。
5.領導風格構面與組織績效構面之影響關係：定規對組織績效各構面有顯著影響；但關懷僅對非財務績效有顯著影響。
6.組織氣候構面與組織績效構面之影響關係：管理型態對組織績效各構面都有顯著的影響；人際關係構面對財務績效有正面且顯著影響，但對非財務績效構面有負向且顯著影響，責任風險構面則與人際關係構面相反。

This study uses leadership styles as independent variations in triformed organizational investigations: (1) exploring if deferent leadership styles may cause deferent organizational climate, (2) exploring if deferent leadership styles and organizational climate may inspire deferent organizational innovation, and (3) exploring the mutual relationship between organizational performances and other facets.
The objects of this study focus on three industries in Taiwan: manufacturing, service and high technology. It is trying to understand what kind issues may occur in Taiwan industries’ leadership styles, organizational climates, organizational innovations and performances. 300 questionnaires in total were dispatched and 224 were fed back from answerers, among which 15 are invalid and 209 valid or valid rate 69.7%.
This study takes advantage of the regression analysis in order to understand the degree of mutual influence among the various facet factors in the leadership styles, organizational climate, innovation and performance. The verified results are:
－ the relationship of influence between the facet of leadership styles and that of organizational climate: consideration and initiating structure having predictability and positive significance level for each facet of organizational climate
－ the relationship of influence between the facet of leadership styles and that of organizational innovation: consideration and initiating structure having predictability and positive significance level for each facet of organizational innovation
－ the relationship of influence between the facet of organizational climate and that of organizational innovation: style of management having predictability and positive significance level for each facet of organizational innovation; interpersonal relationship having predictability and negative significance level only for technical innovation; risk of responsibility having predictability and positive significance level only for technical innovation
－ the relationship of influence between the facet of organizational innovation and that of organizational performance: innovation of management having significance level for each facet of organizational performance; technical innovation having significance level only for non-financial performance
－ the relationship of influence between the facet of leadership styles and that of organizational performance: Initiating structure having significance level for each facet of organizational performance; consideration having significance level only for non-financial performance
－ the relationship of influence between the facet of organizational climate and that of organizational performance: style of management having significance level for each facet of organizational performance; the facet of interpersonal relationship having positive significance level for financial performance, but having negative significance level for non-financial performance; while the influence of the facet of risk of responsibility being contrary to that of the facet of interpersonal relationship.

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