本研究旨在探討校長親信關係的決定因素及其對行政幹部工作態度的影響。本研究採便利取樣選取一二九所公立中等學校為研究對象，回收有效問卷共計主管問卷81份，部屬問卷415份。本研究依校長及行政幹部對雙方關係的看法，將部屬區分為親信幹部（校長認為部屬是親信，部屬也自認是親信）、信任幹部（校長認為部屬是親信，部屬卻不自認是親信）、接近幹部（校長不認部屬是親信，部屬卻自認是親信）、一般幹部（校長不認為部屬是親信，部屬也不自認是親信）四類。本研究並以各項統計方法進行數項假設考驗，所得重要結果如下： 一•本研究所選預測變項（部屬工作能力、部屬忠誠度、逢迎行為、共事時間、關係基礎、人口統計相似性、工作價值觀），對校長知覺的親信關係解釋力較高，對部屬知覺的親信關係解釋力較低。 二•部屬的工作能力、逢迎行為、忠誠度對校長知覺的親信關係具有顯著的解釋力。 三•忠誠度在校長知覺的信任關係上扮演重要的影響力。 四•無論那一類型幹部與校長在體諒貼心與安全信賴二項的知覺皆有明顯不同。在瞭解相知、開放接納二項的知覺皆沒有顯著不同。 五•與其他幹部比較，校長與親信幹部在各項親信關係的知覺較趨於一致。 六•校長在親信關係方面的知覺高於行政幹部，與過去的研究不同。 七•本研究發現親信關係部份知覺差距與部屬工作態度達顯著負相關，顯示校長與部屬知覺差距愈大，則工作態度表現愈低，反之亦然。 八•校長知覺的親信關係、部屬知覺的親信關係二者皆與部屬的工作態度有正相關，然部屬工作態度顯然較受到部屬知覺的親信關係影響。 九•親信幹部與一般幹部在部屬知覺親信關係上的差異最為明顯。 十•接近幹部在部屬知覺親信關係與工作態度上的表現特殊，與信任幹部及一幹幹部比較，皆強於此二類幹部。 十一•不同類別幹部在組織承諾與工作滿意二項上的表現有顯著差別。 另本研究根據研究結果提出數點建議以供參考。 / The determinants of the confidant relationship between the principals and the subordinates, and the influence of relationship on the subordinates' working attitudes Wen-Song Shyu Abstract The purpose of this study is to explore the determinants of the confidant relationship between the principals and the subordinates, and the influence of relationship on the subordinates' working attitudes. A convenient sampling technique is used, and the research samples 129 public high schools as the object of study. 81 effective questionnaires from the principals and 415 from the subordinates are obtained. According to the cognition of their mutual relation, this research categorizes the subordinates into confidant subordinates（i.e. the principal considers them as his confidants, and they also consider themselves as the principal’s confidants）, trusted subordinates（i.e. the principal considers them as his confidants, but they don’t consider themselves as the principal’s confidants）, accessing subordinates（i.e. the principal doesn’t consider them as his confidants, but they consider themselves as the principal’s confidants） and ordinary subordinates（i.e. neither the principal considers them as his confidants, nor they consider themselves as the principal’s confidants）. Also through compiling statistics from questionnaire survey, this study examines several hypotheses and concludes the following outcomes: 1.The chosen predictive variables（competence, loyalty, flattering activities, the duration of working as colleaques, the bases of the relationship, the similarity of the demographics, the job values）are more likely to explain the principals' perceptions of confidant relationship rather than the subordinates' . 2.The subordinates' loyalty, competence and flattering activities highly interpret how the confidant relationship is developed. 3.Loyalty plays an important role in affecting the principals' perceptions of trusting relationship . 4.No matter which kind of subordinates staffs are, their perceptions in consideration and reliability are quite different from the principals', while both perceptions are not very different in understanding and openness. 5.Compared with the other staffs, the principals' and the confidant subordinates' perceptions in confidant relationship are more likely the same. 6.The perceptions of the principals in confidant relationship are higher than those of their subordinates, which is different from the results of previous studies. 7.The perception differences in confidant relationship have the negative correlation with the subordinates' working attitude. It shows that the higher perception differences are, the worse working performance is, and vice versa. 8.The principals' and subordinates' perceptions in their confidant relationship both have the positive correlation with the subordinates' working attitude. However, the subordinates' working attitudes obviously are influenced by the subordinates' perceptions of confidant relationship . 9.The most significant difference of subordinates' perceptions in their confidant relationship is between the confidant subordinates and the ordinary subordinates. 10.Accessing subordinates' perceptions in confidant relationship and their working attitude show a unique result, which is better when compared with the trusted and ordinary subordinates. 11.There are significant differences in organizational commitment and job satisfaction among the four kinds of subordinates. Besides, this research also provides several suggestions for reference according to the consequences. Keywords: confidant relationship, differential matrices, vertical dyad linkage mode, leader-member exchange theory, working attitude