在高度競爭的環境中，為提升組織整體的效率(effectiveness)與效能(efficiency)以降低環境的不確定性，故以團隊為基礎的運作模式已成為趨勢。然而，在團隊中領導者並非與每位部屬皆建立一致的互動關係。根據領導者-部屬交換關係(Leader-Member Exchange, LMX)理論，必定有某些特定的部屬較受到領導者重視、提拔，故同一團隊內的部屬可能會有認知不公平的情形發生。多數文獻僅探討單一對偶之交換關係(單一領導者與部屬)，若將受到不同待遇之部屬組成工作團隊(單一領導者與多部屬)，此團隊互動過程是值得探討的議題(Graen & Uhi-Bien, 1995)。故本研究目的在於了解LMX differentiation (團隊中知覺與領導者交換關係變動的程度)與團隊衝突對於LMX、部屬組織公平感受、職場偏差行為之影響，藉以了解部屬之組織公平感受在團隊運作過程中所扮演重要的角色。

本研究之研究對象為台灣製造業之工作團隊，以問卷調查收集45組工作團隊，共169份問卷(169位非管理職員工)。利用階層線性模式(HLM)進行資料分析，以下四點為本研究主要貢獻：一、部屬之互動公平感受在LMX與職場偏差行為間扮演中介的效果；二、部屬之互動公平感受在團隊關係衝突與職場偏差行為間扮演跨層次中介的效果；三、LMX differentiation會負向影響部屬之互動公平感受；四、LMX differentiation在LMX與部屬互動公平感受具有跨層次調節的效果。

本研究結論建議企業應以提供獎金或給予部屬表達意見的權力為基礎，且對於部屬的決策應採取尊重與信任的態度，其可增進部屬之成就感或自尊，藉以提升部屬互動公平感受。當部屬遇到困難時，領導者可以與部屬分享寶貴的經驗，甚至可以引進師徒制，以降低不公平的認知。最後，領導者應適時透提案制度，激發部屬間良性衝突，並根據增強理論，透過公司相關法規 (如：解僱、扣除薪資)，適時抑減部屬間惡性衝突的發生，以提升團隊的競爭優勢。

The team-based operation has become more and more popular in the highly competitive business world, because it will enhance the enterprises’ effectiveness and efficiency. However, team leader will not treat each subordinate equally and certain subordinates will get more attention from leader according to Leader Member Exchange theory (LMX). Under such circumstance, subordinates within the same team may perceive injustice. Therefore, the purpose of this study is to understand the impact of LMX differentiation (the extent variability of LMX relationships are perceived within a team) and teamconflict on LMX, subordinates’ perceived organizational justice and their workplace deviant behavior.

Survey data was collected from 169 subordinates comprising 45 teams in Taiwan manufacturing enterprise through self-developed questionnaire. Research hypotheses were tested with the deployment of hierarchical linear modeling (HLM). Results of the study revealed that (1) the relationship between LMX and workplace deviant behavior is mediated by the subordinates’ perceived interactional justice；(2) the relationship between team relationship conflict and workplace deviant behavior is mediated by the subordinates’ perceived interactional justice；(3) LMX differentiation at group-level has a negative effect on subordinates’ perceived interactional justice；(4) The relationship between LMX and subordinates’ perceived interactional justice is moderated by LMX differentiation at group-level.

Based on the findings, this study suggests that enterprises should provide subordinates extra bonus or the right to express his/her own ideal. Enterprises should also respect and trust the decision made by subordinates so as to enhance the subordinates’ achievement, self-esteem and perceived interactional justice. When subordinates have some troubles, their leaders can share some valuable experiences or advocate the mentoring to reduce subordinates’ perceived injustice. Finally team leaders should stimulate the functional conflict by suggestion system and to eliminate the dysfunctional conflict by regulations (e.g. layoff or deduct salary) according to reinforcement theory for the advancement of the team competity.

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