消費者對美麗的追求與健康的期待，使多元化的「健康美麗產業」成為全球極具潛力的新興市場。如何維持產業的穩定與成長，人力資源扮演極重要的角色。領導者的情緒能影響員工的情緒，所以情緒能力對於領導而言特別重要，此外組織的成敗45%-60% 亦決定於領導行為(Bass, 1990)；而領導行為取決於領導的型態，可見主管的情緒能力與領導型態對組織的重要性。人力資源管理大多以管理者的眼光與立場試圖提高用人的效能，對於員工的組織承諾與真正離職的原因是否與主管有關，卻不容易得到真相。
本研究針對北台灣三十家健康美麗產業的員工進行問卷調查。發放問卷350份。回收252份，有效問卷218份，有效回收率為62.29%。研究結果摘要如下：(1)主管情緒能力對領導型態有顯著正向影響。(2)主管的情緒能力對員工組織承諾有顯著正向影響。(3)領導型態對員工組織承諾的影響，建立在主管的情緒能力之上，顯示主管的情緒能力在本產業的重要與必要性。(4)員工的年齡與婚姻狀態，是招募員工時可以納入參考的指標。 (5)薪資結構是本產業影響員工組織承諾的要素之一；直營店更需要以提高奬酬的方式，加強員工的持續承諾。本研究建議健康美麗產業的領導者提昇管理階層的情緒能力，結合不同的領導型態，進而提高員工組織承諾，以促進產業未來永續發展。
A wide range of RHB industry is rising rapidly in the global market due to consumers’ pursuit of beauty and health. As one of the significant factors in maintaining its growth is Human Resources, the emotional competence and leadership styles of a leader by far play an important role in the process. Emotional competence is an essential quality of a leader because his or her emotions contribute to those of the subordinates. Besides, 45% - 60% of the organization’s success rate depends on the leadership behaviors (Bass 1990) that are determined by leadership styles. Needless to say, emotional competence of a leader and leadership styles are crucial to an organization. However, the effectiveness of human resources management has been placed in the vision and outlook of the administrator, the correlation between leadership styles and the underlined issues of organizational commitments and reasons for turnover has been overlooked.
My research findings are based on the data collected from 30 RHB industrial institutions in Northern Taiwan. 350 questionnaires were distributed and 252 collected. The number of valid returned questionnaires totals 218, which yields to 62.29% rate of return. The major findings were as follows:
(1) A supervisor’s leadership styles directly correspond to his or her emotional competence. (2) A supervisor’s emotional competence has positive impact on the organizational commitment of their staff. (3) A supervisor’s emotional competence signifies the impact of leadership styles on organizational commitment, which in turn proves the essential and critical nature of the leader’s emotional competence in RHB industry. (4) Ages and marital status of the staff should be taken into consideration for a hiring decision. (5) Compensation system is one of the major concerns of the organizational commitment in the RHB industry; Direct-Sales needs to raise bonus or incentives to ensure its continuance commitment to the staff.
In conclusion, my research suggests that leaders of the RHB industry should advocate emotional competence of the management, embrace diverse leadership styles and encourage staff engagement in order to ensure the optimal growth of the industry.
