本研究討論公部門主管領導行為與部屬角色績效的關係，並驗證Kerr & Jemier(1978)所提部屬能力、部屬獨立性等部屬特性的強化與弱化效果，以中央 主管機關公務人員為研究對象進行問卷調查，共發送570份問卷，回收464份， 並採用層級迴歸、LISREL進行統計分析。研究結論如下：（1)主管領導行為對 部屬角色績效有正向顯著關係(2)部屬能力及獨立性高時，採關懷領導會強化部 屬角色績效，但部屬能力及獨立性高時，採體制領導會弱化角色績效之假設則未 獲研究支持。文末並提出相關研究限制及研究建議。

This study discuessed the relationship between leadership behavior androle performance in the public sector. We verified the enhancing and neutralizing effects of subordinated ability and independence that Kerr & Jemier (1978) posited . We collected from civil servants at central authorities by using questionnaires. A total of 570 questionnaires were distributed, and 464 responded. We adopted the hierarchal regression and LISREL to test our hypotheses . The results indicated that:(l) the positive and significant relationship between leadership behavior and role performance; (2) the positive effect of consideration leadership on role performance is moderated by subordinated ability and independence. This effect is stronger with high subordinated ability and independence. However, the negative relationship between initiating structure leadership and role performance was weaker with high subordinate’s ability and independence; this hypothesis was not supported. Finally，the research limitations and suggestions were discussed.