本研究旨在探討在高度強調陽剛特質與體力實踐的軍警體系中，女性領導者所面臨的職場挑戰及職涯演變。以海巡署為觀察對象，主因為具備軍、警、文三體合一的特殊組織性質，長期以來核心業務多由男性主導。研究核心在於剖析海巡署內部的職務性別隔離現象，探討女性幹部在晉升中高階職位時，是否仍受限於隱形的玻璃天花板。此外，隨著性別主流化政策的推動，本研究也關注組織環境與政策變革如何影響女性領導者的自我認同與領導風格，藉此為推動機關內部的實質性別平等提供具體的實證基礎與政策建議。
海巡署內部存在顯著的職務性別隔離，女性多集中於行政支援單位，而核心執法與巡防業務中女性占比仍相對較低。這種現象源於組織長期對貪婪職務的需求，即高度機動性、24小時輪值及體能密集等任務特性，往往與女性在家庭中的傳統照顧責任產生衝突，進而形成升遷路徑上的隱形屏障。然而，研究數據顯示女性領導者在應對壓力時展現出極強的韌性領導，她們多採行溝通協調為主的領導特質，以淡化性別偏見並建立專業威信。值得注意的是，硬體空間的演變（如新型艦艇設計納入性別觀點）已顯著排除女性參與核心任務的物理障礙，顯示組織環境正朝向性別友善的方向轉型。
本研究總結認為，海巡署女性領導者的挑戰已從硬體限制轉向文化意識的心理交鋒，雖然性別配額與友善設施已有進步，但組織文化中根深蒂固的陽剛文化與升遷考評機制，仍是女性邁向高層決策職位的實質考驗。未來組織應更進一步打破男外女內的刻板分工，將性別觀點融入核心勤務規劃，並透過彈性管理制度支持女性領導者平衡工作與生活需求，唯有當專業能力成為衡量領導者的唯一標準，且組織能包容多元的領導風格時，才能真正打破玻璃天花板，實現永續的性別平等目標。

This study examines the workplace challenges and career evolution of female leaders within the Coast Guard Administration (CGA). Given the CGA’s unique military-police-civilian nature, core operations have long been male-dominated. This research analyzes internal occupational gender segregation and the "glass ceiling" hindering women's advancement to high-level positions. It also explores how gender mainstreaming policies and organizational shifts influence female leaders' self-identity and styles, providing empirical evidence for promoting substantive gender equality.
Significant gender segregation persists, as women remain concentrated in administrative units rather than core law enforcement. This stems from "greedy jobs" involving high mobility and 24-hour shifts, which often conflict with traditional domestic responsibilities. However, data shows female leaders exhibit strong resilient leadership, utilizing communication and coordination to overcome bias and establish authority. Furthermore, physical barriers are diminishing; for instance, gender-sensitive designs in new vessels indicate a transition toward a more inclusive environment.
In conclusion, challenges for CGA female leaders have shifted from physical constraints to cultural consciousness. Despite progress in infrastructure and quotas, the entrenched masculine culture and evaluation mechanisms remain hurdles to top-tier roles. Future reforms should dismantle stereotypical labor divisions and integrate gender perspectives into mission planning. By implementing flexible management and valuing diverse leadership styles, the organization can truly shatter the glass ceiling and achieve sustainable gender equality.

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