在今日全球化經濟的競爭趨勢下，高階主管及企業經理人的領導效能，對組織或企業的成敗興衰更形重要。同時因為加強提升專業技能和努力學習經營管理知識的需求結合終身學習的潮流，高階主管及企業經理人興起就讀EMBA的熱潮。本研究即以臺灣地區就讀EMBA的高階主管及企業經理人為研究對象，並且針對Yukl (1994)的權力與影響力模式，採取實證方法，分析探討他們在領導行為中所使用的影響策略，也企圖驗證該模式的部份關係架構假說。
　　本研究採取立意抽樣計劃，對臺灣地區北部二所，中、南部各一所國立大學的EMBA學生共發出588份問卷，回收有效問卷217份，回收率為36.90%。並利用統計套裝軟體對回收資料進行敘述性、差異性及相關性等統計分析，並依分析結果驗證研究假設以及作出結論。
　　就受測樣本而言，研究結果發現: 1.不同的組織及人口變項，對其在領導行為中選用的影響策略無明顯差異。2.權力基礎與其影響策略有顯著相關。3.絕大部份的EMBA受測學生，具有較高的成就動機傾向，並且成就動機傾向與影響策略有顯著相關。4.以主管知覺的部屬工作準備度與工作表現作為情境變數，會對影響策略產生正向影響，但不會干擾權力基礎及人格特質兩者與影響策略間的相關性。而研究結果也間接支持，高階主管及企業經理人的權力基礎、人格特質、情境變數與其影響策略間的關聯性符合Yukl (1994)權力與影響力模式的部份關係架構。
　　研究同時得到以下的結論: 受測的EMBA學生樣本綜合運用各種權力基礎，當他們具有完整的權力基礎時，傾向運用合理勸服及堅決果斷等具有正面性的影響策略。同時當他們具有較高的抱負、喜歡競爭挑戰的成就動機時，也會傾向運用合理勸服、堅決果斷及利益交換的影響策略。
　　最後一章針對研究的結論提出管理實務上的建議，對本研究的限制作說明，同時也對後續的研究提出建議。

　　As competition increases in the global economy, the leadership effectiveness of executive managers is becoming more important. To improve their skill and knowledge of business operations, many executive managers are participating in EMBA programs.
　　This is an empirical investigation of Yukl’s (1994) model of leadership power and influence tactics using EMBA students as examples. The purpose of this investigation is two-fold: to analyze executives’ tactics of wielding influence and to confirm the relationship of constructs inside that model.
　　By means of Purposive-Sampling, 588 questionnaires were mailed to the EMBA students, covering four national universities in Taiwan, two in the north, one in middle and south of Taiwan respectively. 217 samples were collected, response rate was 36,90%. The necessary statistical analysis was introduced to make descriptive statistics. The difference and correlation between constructs was also tested. In accordance with the results of the analysis, confirmation of the investigative hypothesis was summarized.
　　There were many findings from these samples: 1.There were not any significant differences in influence tactics between managers in different organizations and with different personal characteristics; 2.Correlation between power bases and influence tactics was significant; 3.These samples seemed to have a high tendency toward achievement motivation, and with a significant correlation between achievement motivation and influence tactics; 4.Perceived readiness and performance of subordinates by managers were treated as situational variables, which positively impacted the choice of influence tactics. However, they didn’t intervene the correlation of influence tactics in respect to both the power base and personality traits. These findings also supported some of the constructive hypotheses of Yukl’s model in an indirect way.
　　This study yielded the conclusion that the EMBA samples used their power bases synthetically; they tended to use positive influence tactics (rational and assertive tactics) when they owned the entire power base. They tended to use rational, assertive, and benefits exchanging tactics when their achievement motivation was based in highly ideal, competitive, and challenging situations.
Lastly, some practical suggestions in management and the investigative limitations of this study are presented.

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