先前關於領導者與部屬交換理論（Leader-member exchange, LMX）之研究，大多致力於探討「領導者與部屬交換關係」與「工作績效表現」之間可能的影響過程及機制，而員工之「主動型行為」已被許多研究證實對於「領導者與部屬交換關係」與「工作績效表現」之關係存在中介效果；本研究以此論點做為延伸基礎，改為將「領導者與部屬交換關係」設為「主動型行為」與「工作績效表現」間之中介變數，進而探討「主動型行為」、「領導者與部屬交換關係」、「工作績效表現」三者間可能之相互影響關係。此外，本研究亦探討「領導者與部屬交換關係」與「工作績效表現」間可能之調節效果，並以先前相關研究較少探討的員工「內在動機」為調節變數。
　　本研究之324份樣本來源為台灣企業。研究結果顯示員工之「主動型工作行為」（包含：當責行為、建言行為、個人創新行為、問題預防行為）對於「領導者與部屬交換關係」存在正向影響，並且能進而影響員工之「工作績效表現」，意即「領導者與部屬交換關係」對於員工之「主動型工作行為」與「工作績效表現」之關係存在中介效果；本研究亦證實，當員工具備越高的「內在動機」，「領導者與部屬交換關係」對於「工作績效表現」之正向影響將被增強，即「內在動機」之調節效果假設成立。

Extant studies on Leader-member exchange (LMX) theory primarily dedicated to investigate the possible processes or mechanisms between to link LMX to performance outcomes. Proactive behaviors were commonly recognized which could play the mediating role between LMX and job performance. The current research extended this literature through setting LMX as mediators to bridge the relationship between proactive work behaviors and job performance. This study attempted to exploit the possible relationships among proactive work behaviors, LMX, and job performance. In addition, this research explored how could subordinates’ psychological factor, intrinsic motivation, affect the job performance.
The 324 samples of the current study were collected from Taiwanese companies. The results present employees’ proactive work behaviors (taking charge, voice behavior, individual innovation behavior, and problem prevention) would positively effect LMX quality, and further improve employees’ job performance. Also, the higher intrinsic motivation would strengthen the positive effect of LMX on employees’ job performance.

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