本研究探討軍隊這一高度官僚化組織中，新進軍官如何獲取並行使權力。研究聚焦於軍階與權力之間的關聯，並比較民間大學轉服軍官與軍校生在管理實務中的差異，揭示軍隊權力結構的複雜性與獨特性。透過質性研究方法，收集了八名具三年以上管理經驗的新進軍官的深度訪談資料。分析結果顯示，儘管軍階是權力行使的法定基礎，其實際運用往往受到年資、經驗及人際網絡的影響與限制。民間大學轉服軍官因具備工作經驗，在管理能力上應有一定優勢，但對軍隊文化與層級規則的陌生，使其在權威建立的初期面臨挑戰。為了克服這些困難，他們通常採取「向下妥協」的策略，透過尊重並融入資深士官的非正式權力結構，來推動任務完成。
相較之下，軍校生憑藉其接受的系統化軍事教育，對軍隊層級結構與管理模式更為熟悉。他們在權力行使上多採用「向上求援」的方式，透過學長指導及上層支持來強化自己的管理地位，並迅速適應軍隊環境。這種「上下策略」的差異，反映出不同背景的新進軍官在軍隊權力結構中的適應與調整模式。
此外無論是民間大學轉服軍官還是軍校生，在管理資深士官時都面臨挑戰。資深士官憑藉其豐富的經驗與人際網絡，形成一種非正式權力結構，對新進軍官的管理效能產生顯著影響。研究顯示，民間大學轉服軍官在與資深士官協作時，更傾向於尋求共識並融入他們的經驗，而軍校生則依賴上層支援以增強其合法權威，逐步建立自己的管理地位。
本研究揭示了軍隊中「軍階與權力錯位」的現象。研究發現，軍階雖是法定權力的基礎，但在實務中並非唯一的權力指標。特別是在戰備階段，資深士官的非正式權力經常超越其軍階限制，對管理決策產生了一定的影響。因此新進軍官必須在法定權威與非正式權力結構之間找到平衡，才能有效取得與行使權力。

This study examines how junior officers acquire and exercise power within the highly bureaucratic structure of the military. It focuses on the relationship between rank and power, comparing the practical management differences between university graduates transitioning to military service and academy-trained officers, thereby highlighting the complexity and uniqueness of the military power structure. Using qualitative research methods, in-depth interviews were conducted with eight junior officers with over three years of management experience.The analysis revealed that although rank serves as the legal foundation for exercising power, its practical application is often influenced and constrained by seniority, experience, and interpersonal networks. University graduates transitioning into the military bring prior work experience, theoretically granting them an advantage in management skills. However, their unfamiliarity with military culture and hierarchical rules poses challenges in establishing authority during their initial phase. To overcome these difficulties, they typically adopt a “downward compromise” strategy, integrating into and respecting the informal power structures formed by senior non-commissioned officers (NCOs) to accomplish tasks.In contrast, academy-trained officers benefit from systematic military education, equipping them with a deeper understanding of the hierarchical structure and management norms within the military. They often adopt an “upward support” strategy, leveraging guidance from senior officers and support from superiors to strengthen their management position and quickly adapt to the military environment. This divergence in "upward" and "downward" strategies underscores the distinct adaptation and adjustment approaches of junior officers from different backgrounds within the military power framework.Moreover, both university graduates and academy-trained officers face challenges when managing senior NCOs. These NCOs, with their extensive experience and interpersonal networks, form a significant informal power structure that heavily influences the effectiveness of junior officers' management. The study found that university graduates tend to seek consensus and integrate the experience of senior NCOs, while academy-trained officers rely more on support from their superiors to bolster their formal authority and gradually establish their management roles.The study also highlights the phenomenon of "misalignment between rank and power" within the military. While rank serves as the legal basis for authority, it is not the sole indicator of power in practice. Particularly during wartime or preparedness phases, the informal power wielded by senior NCOs often surpasses the limitations imposed by their rank, significantly impacting management decisions. Therefore, junior officers must find a balance between formal authority and informal power structures to effectively acquire and exercise power.