組織公民行為及主管與部屬交換品質對於組織行為的重要性已經被廣泛探討，然而此二觀點間的關係至今僅受到有限度的關注。為了填補此一文獻缺口，本研究採用社會交換理論來檢視自我效能與網絡能力對於主管與部屬交換品質(LMX)的影響，並檢視組織公民行為(OCB)為中介角色。
本研究樣本來自台灣64家企業的370對員工及主管，資料採配對方式蒐集，分析結果顯示OCB對於LMX有正面影響，自我效能及網絡能力對LMX有正向影響，但與OCB無正面關聯。
本研究藉由檢視LMX的前因變項而對社會交換理論有所貢獻，研究結果可以協助管理者思考如何提升與部屬的關係。本研究也討論了相關研究意涵與未來研究方向。

Prior research has underlined the significance of the concepts of Organizational Citizenship Behavior (OCB) and Leader-Member-Exchange (LMX) for organizations’ behavioral, attitudinal, and task outcomes. However, few studies have juxtaposed the two related research streams. This research aims to fill in the gap by applying the social exchange theory (SET) to examine how individual self-efficacy and networking ability affect OCB, and thus advance the LMX quality between supervisors and their direct subordinates.
Analytical results by collecting data with a dyadic approach from 370 pairs of respondents in 64 companies in Taiwan reveal that OCB indeed can advance LMX. Contrary to our prediction, however, self-efficacy and networking ability do not exert positive effects on OCB although they have directly positive effects on LMX.
This study makes contributions to the social exchange theory by identifying the antecedents of LMX quality. It highlights the significance of individual human and social capital in advancing supervisor-subordinate relationships in an organization. Implications and directions for future research are also discussed as well.

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