在不確定性高、變動的大環境之下，組織的領導者必須不斷增進自己的知識、技術與能力，即是所謂的領導者自我發展（Leader Self-Development）。領導者自我發展可以幫助領導者維持專業的熟練度、增加領導效能，進而帶領組織在大環境中克服挑戰，創造優勢與價值。本研究主要目的在於探討學習目標導向（Learning Goal Orientation）領導動機（Motivation to Lead）、發展領導力動機（Motivation to Develop Leadership）與領導者自我發展的關係，以及不同主管資歷企業成員在四個變項上的差異性。
本研究使用量化研究方法，以問卷調查法進行資料收集，共分成三步驟進行，第一階段乃是文獻探討及量表初稿編製，第二階段則延請六位資深經理人及學者專家針對量表題項進行專家內容效度的檢核，第三階段以網路問卷的方式發放問卷，有392位受試者完成高信度的填答（Cronbach’s α為0.755至 0.956），並使用相關分析、迴歸分析、階層迴歸分析與單因子變異數分析來檢驗研究假設。
研究結果共有四點主要發現：第一，領導動機會正向影響領導者自我發展，且發展領導力動機在其中有中介的效果；第二，學習目標導向會正向影響領導者自我發展，且發展領導力動機在其中有中介的效果；第三，領導動機與學習目標導向會互相影響；最後，第四，不同主管資歷企業成員在領導者自我發展、學習目標導向、領導動機與發展領導力動機上有顯著差異。最後依據研究結果，提出組織在促進企業成員之自我發展領導力的應用策略及後續研究的建議。

In the changing environment, organization executives and managers should continually strengthen their knowledge, skills, and abilities, which we call Leader Self-Development (LSD). LSD can help leaders maintain the proficiency of profession, increase leadership efficacy, and moreover, lead the organization to overcome challenges as well as to create advantages and values.
The main purpose of this research is to discuss whether LSD has any association with Learning Goal Orientation (LGO), Motivation to Lead (MTL) and Motivation to Develop Leadership (MTDL). Besides, this research discusses whether there are differences between different managerial seniority of workers in these four variables.
This research uses questionnaire survey as quantitative approach. There were three steps in this study. The first step was the literature review and editing of LGO, MTL, MTDL and SDL questionnaires. The second step was to ask six experts for content validity. Then, invited 392 workers to complete the online questionnaires and received satisfactory Cronbach’s a value of 0.755 to 0.956. Major data analysis included descriptive statistics snalysis, Person’s product moment correlation, regression analysis, hierarchical regression analysis and one-way ANOVA.
Major findings include: The first, the relationship between MTL and LSD are partially mediated by MTDL. The second, the relationship between LGO and SDL are partially mediated by MTDL. The third, MTL and LGO are positively affected by each other. At last, there are differences between different managerial seniority ofworkers in SDL, LGO, MTL and MTDL.
Finally, recommendations for leader selection, leadership development approach, and directions for future research were provided.

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