實徵文獻鮮少探究軍事領導者運用獎罰之影響力，本研究欲填補此研究缺口，並探討軍隊所重視的議題：組織認同與有意義的工作。以問卷調查法進行三個研究，研究一與二為單一時間點收集資料，而研究三採三階段進行資料收集。研究一樣本數718位、研究二樣本數163位、研究三樣本數290位。研究結果顯示：領導者依據表現給予獎勵會提升組織認同，而非依據表現給予獎勵也傾向提升，但是依據表現給予獎勵更具效果。再者，依據表現給予處罰無法預測組織認同，而非依據表現給予處罰則會降低組織認同。研究二與三顯示組織認同會中介依據表現給予獎勵以及非依據表現給予處罰，對於有意義的工作之影響力。本研究於內文進行理論與工作教育訓練之探討。

This research investigates the impact of leaders’ use of power, which is seldom examined in the military. This research attempts to fill this research gap by examining its influence on organizational identification and meaningful work which are important issues in the military. Three studies are conducted by using survey techniques. The sample number is 718 in study one, 163 in study two and 290 in study three. Study one and two show that no matter giving subordinates rewards contingently on their performance or not, giving rewards increases subordinates’ organizational identification. Nevertheless, in study three, noncontingent rewards cannot increase organizational identification. All three studies show that giving rewards contingently on subordinates’ performance increases more organizational identification than giving rewards noncontingently. Leaders’ contingent punishment behaviors do not predict organizational identification. Leaders’ noncontingent punishment behaviors decrease organizational identification. Moreover, study two and three show that organizational identification plays as a mediating role between the relationships of the two predictors（leaders’ contingent reward and noncontingent punishment behaviors）and subordinates’ perceptions of meaningful work. Theoretical and practical implications for management education are discussed.

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