人力資源是組織中重要的因素-決定了每個組織的成敗。因此，所有經理和高階主管在組織的建設性和發展策略中都優先考慮在員工。在組織中，領導者可以影響下屬的心理狀態和分配的資源。過去的研究發現，領導成員交流（LMX）的高質量與工作績效密切相關。但是，缺乏研究文獻討論LMX如何影響員工以獲得更好的績效。此外，缺乏直接使用內在動機和積極行為作為中間變量的研究，尤其是關於主動承擔行為變量的研究相對較少。
這項研究探索了內在動機和主動承擔行為對LMX與工作績效之間關係的中介作用，並研究了領導者的主動承擔行為對跟隨者的內在動機與跟隨者的主動承擔行為之間關係的調節作用。來自越南不同公司的雙級主管員工的210個自我評估和同事數據樣本的結果支持以下論點，即內在動機和負責是LMX與工作績效之間關係的中介，但未能確認領導者的上任是追隨者的內在動機與追隨者的負責行為之間關係。

Human resource is the vital factor in an organization – decide the success or failure of every organization. Therefore, all managers and executives put their priority concerns on people in the constructive and developing strategy of organization. In an organization, the leader can influence followers’ both psychological state and allocated resources. Past research found that the high quality of leader-member exchange (LMX) positive relates to job performance. However, a paucity of research showed how LMX can affect to employees to gain better performance. Furthermore, lack of research that directly uses intrinsic motivation and active behavior as intermediate variables, especially the study of taking charge behavior variables is relatively rare.
This study explored the mediating effects of intrinsic motivation and taking charge behavior on the relationship between LMX and job performance, and examined the moderating effects of leader’s taking charge behavior on the relationship between follower’s intrinsic motivation and follower’s taking charge behavior. The results of 210 samples both self-report and coworker data for dyad supervisor-employees from different companies in Vietnam supported the proposition that intrinsic motivation and taking charge are the mediator on the relationship between LMX and job performance, but failed to confirm leader’s taking charge is the moderator of the relationship between follower’s intrinsic motivation and follower’s taking charge behavior.

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