本研究鑒於全方位領導模型(Full Range Leadership Model；簡稱FRL模型)在國內的研究大多以本土企業或學校機關為研究對象，故本研究以外商公司為對象做個案研究，探討外商公司(E公司)主管之領導型態與員工工作滿意度之關係。
研究發現E公司主管領導型態符合轉型領導與交易領導，不符合放任領導，且E公司的員工對工作有很高的滿意度；不同的背景與情境變項之下的員工，無論對內在、外在或整體滿意度上，沒有很大的不同；對主管領導型態的認知亦沒有很大的不同。在預測員工滿意度方面，轉型領導的「理想化的影響」構面Beta值最高；交易領導的「權變報酬」構面Beta值最高，放任則不顯著。在領導型態上，交易領導整體構面的Beta值最高，表示主管若能朝向交易領導型態，則越能夠提高員工的工作滿意度。

The purpose of this paper is to study the relationships between the leadership styles and the satisfactions of employees. The Full Range Leadership Model is used on local enterprises or schools, this paper is a case study for foreign company (E Company) with FRL Model. The research methodology is a statistical sampling in which more than 40 division chiefs are asked to answer the relevant questions.

The major summary and conclusions are the Transformational Leadership and Transactional Leadership, but no Laissez-Faire Leadership. The employees are very satisfied about their job. The employees of different background and situational variables aren’t different on not only inner, outer but also entire satisfaction, and so is the awareness of the styles of divisors. On the forecasting the employees’ satisfaction, the beta value of “Idealized Influence” of transformational is highest and the beta value of “Contingent Reward” of transactional leadership is highest. But the beta of Laissez-Faire is not significant. On the entire leadership styles, the beta value of Transactional Leadership is highest. That means the more divisors intend to Transactional Leadership style, the higher satisfaction the employees have.

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