回顧文獻，領導者與成員之交換關係對組織公民行為的影響，多以單一層次之交換關係來探討，就實務觀點而言，此項議題應可探討涉及更上層主管之交換關係，以及領導者本身之組織典範性，成為影響組織公民行為的重要因素。領導者與成員交換關係所影響的層面，如不侷限於組織公民行為，而從角色績效來觀察，除了影響部屬角色外行為(ex.組織公民行為)，亦應涵括角色內行為，故本研究主旨以領導者與成員交換關係對角色績效的影響為主軸，並以與更上層主管之交換關係及領導者之組織典範性來探討其調節效果，這也是過去實徵者較不足的部分。為了避免共同方法變異的問題，本研究從主管與員工兩個來源來蒐集樣本，共計發放70組，主管問卷70人，部屬問卷210人，合計280人填答，討論的變項因為有個體層次與跨部門層次的不同，故分析方法分別採用SPSS、HLM進行統計分析。研究結果顯示，領導者與成員交換關係對角色績效具有正向顯著關係，與預期結果一致，調節效果同樣獲得支持有，單位主管與直屬主管之交換品質越佳，部屬對朝向個人之組織公民行為越顯著，以及直屬主管之組織典範性越高，部屬對角色內行為的績效越顯著。但單位主管與部屬的交換品質越佳，對角色績效之正向增強效果，則未獲支持。針對上述結論，本研究亦提出管理意涵及建議，以供後續研究者參考。

Review of the literature, leader member exchange theory (LMX) has an impact on organizational citizenship behavior (OCB); however, previous studies maily focus on single level exchange relationship, from a practical point of view, this issue should be involved in multi-level exchange relationship, and leader’s group prototypicality may become an important factor to influence organizational citizenship behavior. This research tries to discuss different levels LMX in organization, one is the relationship between direct leader and subordinate(LMX1), the other is between department leader and subordinate(LMX2). Since LMX not only has an effect on subordinates’ OCB but also role performance which regarding OCB as an extra role behaviors, this study try to explore the relationship between LMX and subordinate’s role performance, and used multi-level leader-leader exchange theory (LLX) and leader’s group prototypicality as moderating effects. In order to avoid common method variance, this study collected questionnaires from different sources which including 70 supervisors and 210 subordinates. Due to the multi-level research framework, this research used SPSS and HLM as analysis tool. The results show that LMX1 has a positive effect on role performance as predicted. Moderating effects in the research are partially supported. The better exchange quality of LLX, the more significant of subordinates’ organization citizenship behavior toward individuals (OCBI) will appear; moreover, the higher direct leader’s group prototypicality is, the more significant subordinate’s in role behavior will be. However, LMX2 has positive effect on role performance is not supported. This study accordingly has some managerial implications and recommendations for future research reference.

第一章 緒論 1
第一節 研究背景 1
第二節 研究動機 5
第三節 研究目的 7
第四節 研究範圍與流程 9
第二章 文獻探討 10
第一節 領導者與成員交換理論 10
第二節 角色績效 14
第三節 領導者組織典範性 22
第四節 領導者與成員交換關係與角色績效之關係 24
第五節 領導者與成員交換關係與角色績效之調節變項 25
第三章 研究方法 28
第一節 研究架構與假設 28
第二節 研究工具 30
第三節 資料發放與收集 32
第四節 資料分析 33
第四章 研究結果 35
第一節 樣本特性及描述性統計分析 36
第二節 信度分析 40
第三節 主要變數之相關係數分析 41
第四節 迴歸分析 43
第五章 結論與建議 65
第一節 研究結論 65
第二節 管理意涵 71
第三節 研究限制與後續研究建議 74
參考文獻 76
附錄 86

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二、 英文部分
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