隨著性別平權意識的普及與國軍推動性別主流化政策，女性參與軍職的比例逐年提升；然而在具高度陽剛文化特質的陸軍戰鬥與戰鬥支援單位中，女性晉升至中高階指揮與決策職位的比例仍顯著偏低。本研究旨在探討女性中高階軍官在此類單位之職涯發展歷程，檢視其是否面臨「玻璃天花板效應」，並深入分析阻礙其向上流動的制度性、文化性與個人層面因素。在研究方法上，本研究採質性研究取向，以深度訪談法為主，輔以文獻分析法。研究對象選定10位現役且曾服務於陸軍戰鬥及戰鬥支援單位的中高階女性軍官（少校至中校），透過其職涯敘事與經驗，解析組織結構與性別文化對其升遷機會的實質影響。
研究結果發現，國軍升遷制度雖在形式上強調性別中立與機會均等，但實務運作中仍存在顯著的隱性性別階層化現象。首先在「職務與任務指派」上，組織慣性傾向將女性配置於行政、後勤等支援性職位，或以保護為名限制其參與高強度外勤與關鍵作戰演訓，導致女性難以累積晉升所需的主戰資歷與高能見度績效，形成「職涯節點」的錯位；其次在「組織文化與社會資本」層面，軍中非正式的支持網絡（如社交圈、兄弟文化）往往具排他性，使女性難以進入權力核心獲取資訊與長官提攜，造成「制度平等、社會排他」的雙重困境；再者家庭責任與職涯發展節奏的衝突，以及長期處於少數群體下的刻板印象威脅，迫使部分女性產生「自我設限」或採取保守的職涯策略。因此本研究結論，女性軍官的玻璃天花板並非單一障礙，而是由制度運作邏輯、性別化組織文化與個人心理適應交互作用所構成的多層次機制。儘管女性軍官展現出高度能動性試圖突破限制，但若缺乏結構性支持，其職涯發展仍受制約。建議國軍未來應建立具彈性的職涯節點管理機制、落實升遷程序的實質透明化，並致力於營造性別友善的組織文化，以消弭隱性障礙，落實真正的人力資源多元發展。

With the spread of gender equality awareness and the implementation of gender mainstreaming policies by the Armed Forces, the proportion of women in military service has increased annually. However, within Army Combat and Combat Support units, which are characterized by a highly masculine culture, the proportion of women promoted to mid-to-high-level command and decision-making positions remains significantly low. This study aims to explore the career development trajectory of female mid- and senior-level officers in these units, examining whether they face the "Glass Ceiling Effect" and deeply analyzing the institutional, cultural, and personal factors hindering their upward mobility. regarding research methodology, this study adopts a qualitative approach, primarily utilizing in-depth interviews supplemented by literature analysis. The study selected 10 active-duty female officers (ranging from Major to Lieutenant Colonel) who have served in Army Combat and Combat Support units. Through their career narratives and experiences, the study analyzes the substantive impact of organizational structure and gender culture on their promotion opportunities.
The results indicate that while the military promotion system emphasizes gender neutrality and equal opportunity in form, significant implicit gender stratification exists in practical operation. First, regarding "job and task assignment," organizational inertia tends to assign women to support positions such as administration and logistics, or restricts their participation in high-intensity field duties and key combat exercises under the guise of protection. This prevents women from accumulating the necessary main combat qualifications and high-visibility performance required for promotion, leading to a misalignment of "career nodes". Second, regarding "organizational culture and social capital," informal support networks within the military (such as social circles and "brotherhood" culture) are often exclusive, making it difficult for women to enter the core of power to obtain information and mentorship, resulting in a dual dilemma of "institutional equality but social exclusion". Furthermore, conflicts between family responsibilities and the rhythm of career development, combined with the threat of stereotypes faced by minority groups, force some women to engage in "self-limitation" or adopt conservative career strategies.
The study concludes that the glass ceiling for female officers is not a single obstacle, but a multi-layered mechanism constituted by the interaction of institutional operational logic, gendered organizational culture, and individual psychological adaptation. Although female officers demonstrate high agency in attempting to break through these limitations, their career development remains constrained without structural support. It is recommended that the Armed Forces establish flexible career node management mechanisms, implement substantive transparency in promotion procedures, and strive to create a gender-friendly organizational culture to eliminate implicit barriers and realize true workforce diversity.

壹、中文部分
王黎雅（2013）。女性軍人角色期望與性別文化之研究。國立政治大學行政管理碩士論文，未出版，台北。
王麗容（1995）。婦女與社會政策。台北：巨流。
田琍筠（2022）。國軍部隊中的玻璃天花板現象及其影響-以陸軍女性中高階軍官為例。國立政治大學行政管理碩士論文，未出版，台北。
李玄玉、陳沛玗、鍾佩倫、許哲修（2025）。萬綠叢中一點紅-從生涯諮商觀點談女性主管的職場性別困境與因應。諮商與輔導，（471），11-14。
李姿瑢（2004）。勞動市場的性別議題淺談職業性別刻板對女性的影響。研習資訊，21（2），82-87。
李貽鴻、鄭雅方、陳宏斌（2011）。航空公司空服員知識管理與工作績效影響之研究。管理實務與理論研究，（1），18-34。
肯尼斯‧麥森尼、克里斯多福‧麥卡席（2002）。寫自己的壓力處方，王美華（譯），台北：張老師文化事業股份有限公司。譯自Write Your Own Prescription for Stress。
林君潔（2015）。女軍官的玻璃天花板。性別平等教育季刊，（73），71-75。
洪櫻芬（2018）。談女性的職場處境。性別平等教育季刊，（82），79-82。
周海娟（2012）。性別與軍隊。台北：國防大學政治作戰學院。
周雅敏（2014）。女性軍職人員工作壓力之研究-以台北市憲兵單位為例。淡江大學公共行政學系碩士論文，未出版，台北。
郭芊彤（2012）。女性職涯發展中玻璃天花板效應之研究-以媒體產業中高階女主管為例。國立師範大學科技應用與人力資源發展學系碩士論文，未出版，台北。
徐柏謙（2006）。一個不該被遺忘的角落-網路招募的歧視。國立中正大學勞工研究所碩士論文，未出版，嘉義。
陳向明（2009）。社會科學質的研究。台北：五南。
陳佳雯、許伊均、陸洛、吳詩涵（2012）。以韌性觀點探討女性主管的職業生涯歷程。彰化師大教育學報，（22），51-71。
陳瑩儒（2024）。性別刻板印象威脅、工作壓力對工作績效之影響-以陸軍基層女性軍官為例。復興崗學報，（125），117-156。
張惠真（2010）。臺灣地區公私立高中職女性軍訓教官工作壓力與因應策略之研究。國立師範大學教育學系碩士論文，未出版，台北。
黃天縱（2018）。海軍女性軍官的角色衝突研究-以艦艇部隊為例。義守大學管理學院管理碩士論文，未出版，高雄。
黃懿芳（2005）。國軍女性人力運用之研究-以玻璃天花板現象為檢視焦點。世新大學行政管理碩士論文，未出版，台北。
虞立莉（2002）。國軍中高階女性軍人服役經驗之研究。國防大學政治作戰學院軍事社會行為科學研究所碩士論文，未出版，台北。
廖捐惠（2010）。玻璃天花板效應：中央行政機關女性公務人員陞遷障礙因素之研究。國立政治大學行政管理碩士論文，未出版，台北。
賴碧蘭（2002）。行政機關女性主管生涯發展策略及相關因素之研究-以兩性工作平等觀點。國立中山大學人力資源管理研究所碩士論文，未出版，高雄。
薛玲玲（2018）。誰適合擔任大學校院學生事務長-從性別角度分析。國立師範大學公民教育與活動領導學系碩士論文，未出版，台北。
繆敏志（1993）。組織文化之探討。國立政治大學學報，67（下），133-162。
顏志良（2017）。女性軍職人員升遷影響因素之研究-以戰鬥、勤務支援及機關單位為例。世新大學資訊管理學系碩士論文，未出版，台北。
簡薏秦（2021）。女性軍職人員職場表現因素之研究-以中部地區某單位為例。義守大學資訊管理碩士論文，未出版，台北。
嚴巧珊、許雅惠（2021）。隱形圍欄：軍隊中的性別主流化實踐。女學學誌：婦女與性別研究，（49），1-44。

貳、英文部分
Astin, H. S. (1984). The meaning of work in women's lives: A sociopsychological model of career choice and work behavior. The Counseling Psychologist, 12(3-4), 117–126.
Betz, N .E. (1994).Basic issues and concepts in career counseling for women In W. B. Walsh & S. H. Osipow (Eds.). Career Counseling for Women. Hillsdale NJ: Prentice-Hall, 237-262.
Borman, W. C., & Motowidlo, S. J. 1993. Expanding the criterion domain to include elements of contextual performance. In Schmitt, N. & Borman, W. C. (Eds.). Personnel selection in organizations. San Francisco, CA: Jossey-Bass, 71-98.
Campbell, J. P. (1990). Modeling the performance prediction problem in industrial and organizational psychology. Handbook of Industrial and Organization Psychology (2nd ed. ,pp 687-732), Palo Alto, CA: Consulting Psychologists Press.
Caplow, T. (1954). The Sociology of Work. Minneapolis: University of Minnepolis.
Catalyst (2007). The Double-bind Dilemma for Women in Leadership: Damned If You Do, Doomed If You Don't. NEW YORK :Catalyst.
Cavanaugh, M. A., Boswell, W. R., Roehling, M. V., & Boudreau, J. W. (2000). An empirical examination of self-reported work stress among U.S. managers. Journal of Applied Psychology, 85(1), 65-74.
Cohn,Carol(2000). How can she claim equal rights when she doesn’t have to do as many push-ups as I do？The framing of men’s opposition to women’s equality in the military. Men and masculinities, Vol. 3 No. 2, 131-151.
Ehrenberg, Ronald G. & Smith Robert S. (2000). Modern labor economic : theory and public policy. (7th ed.). Cornell University: Addison Wesley.
Enloe, Cynthia (2000). Maneuvers: The international politics of militarizing women’s lives. Berkeley: University of California Press.
Enloe, Cynthia (2004). Wielding masculinity inside Abu Ghraib: Making feminist sense of an American military scandal. Asian Journal of Women’s Studies, 10(3): 89-102.
Fagenson, E. A.& Jackson, J.J. (1993). The Status of Women Managers in the United Status. Intermational Studies of Management and Organization.23(2)：3-112.
Fagot, B. I. (1978). The influence of sex of child on parental reactions to toddler children. Child Development, 49(2), 459–465.
Friedman, D.E. (1988). Why the Glass Ceiling? Across the Board, 25(7-8),32-37.
Given, Lisa. M. (2008). The sage encyclopedia of qualitative research methods. London, UK: SAGE Publications.
Ginzberg, E. (1966). Life style of educated women. New York: Columbia University Press.
Guy, M. E. (1994).Organizational Architecture, Gender and Women＇s Careers. Review of Public Personnel Administration,14(2), 77-90.
Hackett, G., & Betz, N. E. (1981). A self-efficacy approach to the career development of women. Journal of Vocational Behavior, 18, 326-339.
Horner, M. S. (1968). Sex differences in achievement motivation and performance in competitive and non-competitive situations. University of Michigan.
Horner, M. S. (1972). Toward an understanding of achievement related conflicts in women. Journal of Social Issues, 28, 157-175.
Kanter, R. (1977). Men and Women Corporation. New York: Basic.
Katz, D., & Kahn, R.(1966).The social psychology of organizations. New York : Wiley.
LePine, J. A., Podsakoff, N. P., & LePine, M. A.(2005). A meta-analytic test of the challenge stressor-hindrance stressor framework: An explanation for inconsistent relationships among stressors and performance. Academy of management journal, 48(5), 764-775.
LePine, M. A., Zhang, Y., Crawford, E. R., & Rich, B. L.(2016). Turning their pain to gain: Charismatic leader influence on follower stress appraisal and job performance. Academy of management journal, 59(3), 1036-1059.
Lincoln, Y. S. & Guba, E. G. (1985). Naturalistic inquiry. BH: Sage publications.
Mainiero, L. A. (1994). On breaking the glass ceiling: The political seasoning of powerful women executives. Organizational Dynamics, 22(4), 5-20.
Morgan, Laurie A. (1998). Glass-ceiling effect or cohort effect? A longitudinal study of the gender earnings gap for eagineers,1982 to 1989. American Sociological Review,63:479-483.
Naff, Katherine C. (1993). A glass ceiling found. Public Manager, 22(1): 39-42.
Naff, Katherine C. (1994). Through the glass ceiling: prospects of the advancement of Women in the Federal Civil Service. Public Administration Review, 54(6): 507-514.
Naff, Katherine C. (1997). Colliding with a glass ceiling: Barriers to the advancement of women and minorities. in Carolyn Ban & Norma M. Riccucci(eds.) Public Personnel Management: Current Concerns-Future Challenges 2nd, Longman Pub Group.
Newman, M. A. (1993). Career Advancement: Does Gender Make A Difference? American Review of Public Administration, 23(4): 361-384.
Patton, M. Q. (2002). Qualitative research and evaluation methods. Thousand Oaks, CA: Sage.
Richardson, M. S. (1974). Vocational maturity in counseling girls and young women. In D. E. Super (Ed.), Measuring vocational maturity for counseling and evaluation. Washington, D.C.: American Personnel and Guidance Association.
Silva, Jennifer M. (2008). A new generation of women? How female ROTC cadets negotiate the tension between masculine military culture and traditional femininity. Social Forces, 87(2): 937-960.
Steele, C. M., & Aronson, J. (1995). Stereotype threat and the intellectual test performance of African Americans. Journal of personality and social psychology, 69(5), 797-811.
Super, D. E. (1957). Vocational development: A framwork for research. New York: Springer.
White, M. C. (1981). Achievement, Self-concept, Personality Trait, and Leadership Ability: A Review of Literature on Sex Differences. Psychological Reports, 48,547-569.

參、網路部分
國立臺灣科技大學（2024）。國立臺灣科技大學產學創新學院教師升等評選規定，2024 年 1月 5 日，取自：
https://innc.ntust.edu.tw/p/450-1111-131218,c0.php?Lang=zh-tw
國家發展委員會（2024）。國家發展委員會性別平等推動計畫（111至114年）再修正版，2024 年 5月 16 日，取自：
https://ws.ndc.gov.tw/Download.ashx?u=LzAwMS9hZG1pbmlzdHJhdG9yLzEwL3JlbGZpbGUvMC8xMjE1NC81YTYwMzM2ZC02YmRmLTQyZDUtOTFlNS02NmZmY2M0OTA1M2IuZG9jeA%3d%3d&n=5ZyL55m85pyD5oCn5Yil5bmz562J5o6o5YuV6KiI55WrKDExMeW5tOiHszExNOW5tCktMTEz5bm05L%2bu5q2j54mILmRvY3g%3d&icon=.docx
衛生福利部統計處（2024）。中華民國113年15-64歲婦女生活狀況調查報告，2024 年 8月 28 日，取自：
https://dep.mohw.gov.tw/dos/lp-5097-113-xCat-y113.html
Emily Seaton(2023). Career Intermission Program: A tool for flexibility and retention of talent. Retrieved December 1,2023, from
https://www.20af.af.mil/News/Features/Display/Article/3604446/career-intermission-program-a-tool-for-flexibility-and-retention-of-talent/#:~:text=The%20Career%20Intermission%20Program%20(CIP)%20is%20a,stipend%20of%20one%2Dfifteenth%20of%20their%20basic%20pay
Emma Hinchliffe & Joey Abrams (2024). 500 board seats, but only 65% of female directors think they influence their boards. Retrieved April 29,2024, from
https://fortune.com/2024/04/29/sp-500-boards-women-directors-influence/
GIDE (2024). Increasing gender diversity in the management bodies of major companies. Retrieved December 16,2024, from
https://www.gide.com/en/news-insights/increasing-gender-diversity-in-the-management-bodies-of-major-companies/?utm_source=chatgpt.com
International Labour Organization (2025). Achieving gender equality in employment rates would take almost two centuries. Retrieved March 06,2025, from
https://www.ilo.org/resource/news/achieving-gender-equality-employment-rates-would-take-almost-two-centuries?utm_source=chatgpt.com
Julia Kollewe (2025). Women hold almost 45% of seats on FTSE 100 boards, report says. Retrieved February 25,2025, from
https://www.theguardian.com/business/2025/feb/25/women-hold-almost-45-of-seats-on-ftse-100-boards-report-says?utm_source=chatgpt.com
Maegen Sykes (2024). Analysis of board diversity data released today by the Australian Institute of Company Directors (AICD) reveals that the percentage of women on ASX 200 boards is climbing but men still hold most of the chair roles at Australia’s top companies. Retrieved October 25,2024, from
https://www.aicd.com.au/news-media/media-releases/2024/number-of-women-directors-climbing-but-not-women-chairs.html?utm_source=chatgpt.com