在知識經濟時代，科技的快速變動，各種產業競爭生態也隨之丕變。管理大師Drucker(1980)曾提出：「管理人員的素質和績效表現將決定企業的成敗。」管理者的領導效能即是組織效能。新興的高科技產業在競爭激烈的環境下要如何繼續生存與向上追求更大的利益，是管理者的一大考驗，尤其以中高階主管人員在組中扮演關鍵角色。而領導理論發展歷史悠久，有許多學派主張不同的論點，各有千秋，其中情境理論學派的Hersey & Blanchard(1969)提出領導生命週期理論，強調組織的情境因素是領導者的領導形式應隨著部屬的準備度差異做最適當的調適，此理論也受到業界的重視，藉此應用在人才培訓的依據，效果顯著。
本研究藉由修正式德爾菲專家問卷分析，將高科技人資主管管理職能分成五大群組：「概念性」、「人際性」、「專業性」、「領導性」、「規劃性」。而五大群組下，經由調查專家意見後，彙整出16個管理職能要素：問題解決、邏輯思考、自我管理；溝通協調、人際互動、衝突管理；招募任用、培訓發展、薪酬管理、知識與技能；工作指導、團隊建立、資源調配；目標訂定、策略規劃、自我學習。進一步運用層級分析法(Analytic Hierarchy Process，AHP)，以領導生命週期理論為環境條件，分析結果發現在管理職能群組權重排序為領導性(0.312)>人際性(0.3)>規劃性(0.220)>專業性(0.086)>概念性(0.082)；在不同領導情境下，若是告知型領導型主管，管理職能以溝通協調(0.118)最為重要；若是推銷型領導型主管，管理職能以資源調配(0.133)最為重要；若是參與型領導型主管，管理職能則以工作指導(0.125)為重要；若是授權型領導型主管，管理職能則以團隊建立(0.147)最為重要。
本研究為高科技產業人力資源部門建構一個以管理職能為基礎、也是有順序之職能評選模式，藉此提供高科技產業人力資源部門一份能有效的人才甄選方法，與設計「領導者接班人計劃」相關教育訓練課程參考依據，以協助提升組織效能，進而減少人才流動率及降低企業成本。

In a knowledge-based economy, each industry, especially the technology industry, is intensely competitive. Peter Drucker (1980) who is a grand master in management field said:” the only dynamic element which controls the future of a company is the capability and performance of managers.” The efficiency of a supervisor relates to organizational performance. For supervisors, guiding their technology organizations to survive and strive to improve in a competitive environment is challenging. Hersey and Blanchard (1969) emphasized that leaders should follow the preparation of members and adjust their leadership style according to the leadership life cycle theory. This theory is not only acknowledged by many business industries but also successfully applied in training curriculums.
This study used the Modified Delphi Method to verify the implications of management competence for supervisors of human resource department in high technology. There are five groups: the conception group, the interpersonal group, the specialty group, the leadership group and the arrangement group. According to specialists, aggregated the 16 management competence: Problem-solving, Logical-thinking, Self-management; Communication and coordination, Interpersonal relationship, Conflict management; Recruitment and appointment, Training and development, Compensation management, Knowledge and Skills; Job instructions, Team building, Resource allocation; Objective-setting, Strategic planning, Self-learning. Subsequently, from an Analytic Hierarchy Process perspective, the results turned out that the sequence of the group: the leadership (0.312)> the interpersonal (0.3)> the arrangement (0.219)> the specialty (0.086)> the conception (0.082). In addition, if the HR supervisor is telling leadership, the most important competence would be Communication and coordination (0.118). If the HR supervisor is persuading leadership, the most important competence would be Resource allocation (0.133). If the HR supervisor is participating leadership, the most important competence would be Job instructions (0.125). If the HR supervisor is delegating leadership, the most important competence would be Team building (0.147).
This research evaluated the weights and sequential orders of management competence under leadership life cycle theory. The results and conclusions of this study can provide a valid method for selecting and training potential talented leaders in the human resource departments of technology businesses.

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