随着团队形式日益成为现代组织结构体系的基石，作为团队主要 参与者的领导与成员，以及二者的互动关系一直是管理学者们关注的 热点。大部分的现有研究是从单一层次探讨领导-成员交换关系（LMX） 的前因和结果变量，较多关注交换关系对领导和下属本身的影响，忽 视了领导-成员交换关系在组织多个层次上的影响，以及LMX可能会 对领导和下属以外的其他主体产生影响。为了弥补现有研究的不足， 本研究基于多个理论层次探讨了领导-成员交换关系在不同成员间的 感知，如何通过社会资源交换过程，对他人的态度和行为产生影响。 本文主要包含两个研究，研究一从个体层、团队层探讨了领导的上行 交换关系如何沿着组织结构产生溢出效应，并通过下属职业承诺的中 介，进而影响组织外的客户满意度；研究二则从对偶层探讨了领导和 下属感知的LMX一致性如何通过影响下属对领导支持和团队冲突感 知，对团队中的其他成员产生影响。 本文分别采用服务业和制造业两个研究场景的样本进行多层次研 上海交通大学博士学位论文 II 究，首先，通过对来自12家三甲医院的192份科主任问卷和1307份 医生问卷的实证分析发现，在个体层面，领导-成员交换关系正向影响 成员的职业承诺，进而影响顾客满意度；员工的职业承诺在领导-成员 交换关系与顾客满意度之间起中介作用。在团队层面，上级的领导-组 织领导交换关系正向影响团队授权；团队授权降低团队的LMX差异 化；团队授权在领导-组织领导交换关系与团队LMX差异化之间起中 介作用。在跨层次层面，上级的领导-组织领导交换关系会正向影响个 体的领导-成员交换关系，团队的LMX差异化负向调节职业承诺在领 导-成员交换关系与顾客满意度之间的中介效应，即差异性越小时，职 业承诺所起的中介作用更强。其次，通过对一家传统制造企业的43个 团队的318对领导-成员的配对数据分析发现，领导和下属感知的LMX 越匹配，下属感知到来自领导的专业支持和情感支持越多。员工基于 LMX匹配所感知到的领导支持，会向团队其他成员传递，表现为对同 事的社会支持行为。领导支持感知在LMX一致性对同事感知社会支 持的影响中起中介作用。此外，领导和下属感知的LMX越匹配，下属 感知到的团队冲突越低。员工基于LMX不匹配所感知到的团队冲突， 也会向团队其他成员传递，表现为对同事的社会损害行为。团队任务 冲突感知在LMX一致性对同事感知社会损害的影响中起中介作用。 本文对于LMX领域具有重要的理论贡献。第一，本文扩展了现有 上海交通大学博士学位论文 III 研究层次，采用两个不同调研方案从个体层次、团队层次和对偶层次 揭示了不同理论层次上LMX对组织运作的影响效应，加强了对LMX 在塑造积极组织行为方面的认识。第二，本文揭示了领导的上行交换 关系沿着组织层级结构对下行交换关系产生的影响，即高阶的领导-成 员交换关系（LLX）对低阶的交换关系（LMX）产生的溢出效应。第 三，通过引入对偶关系之外的影响主体，扩展了LMX对组织运作影响 的边界范围，并揭示了LMX对第三方产生影响的中介机制。本文将影 响群体扩展到团队中的其他成员以及组织外部的客户，揭示了领导-成 员交换关系对组织外部客户满意度的影响，以及LMX一致性影响下 属对同事采取社会支持或社会损害。第四，本文基于对偶视角探讨了 领导和下属感知一致或不一致对团队成员感知和行为的影响，深化了 对“高质量”交换关系的认识，明确了双方感知一致的重要性。为了加 深对LMX感知一致性所起作用的认识，本研究重点探究领导和下属 关于LMX的一致性对下属感知领导支持和团队冲突的影响。 关键词：LMX，一致性，社会支持，社会损害，团队冲突 上海交通大学博士学位论文 IV MULTILEVEL RESEARCH ON LEADER-MEMBER EXCHANGE RELATIONSHIP FROM SOCIAL RESOURCE EXCHANGE PERSPECTIVE ABSTRACT As the team has increasingly become the cornerstone of the modern organizational structure, the interactive relationship between leaders and members, which are the main participants of the team, has always been the focus of attention of management scholars. Existing research mostly discusses the antecedents and outcome variables of the leader-member exchange (LMX) from a single level, and pays more attention to the impact of the exchange relationship on the leaders and subordinates themselves. In addition, current research ignores the multilevel impact of LMX in the organization. Also, LMX may affect other subjects other than leaders and subordinates. In order to make up for the shortcomings of the existing research, this thesis from multilevel perspective explores how the perceptions of exchange relationship among different individuals influence others’ attitudes and behaviors through social resource exchange. This thesis mainly contains two studies. At the individual level and the team level, Study 1 investigates how leader’s upward exchange relationship has spillover effects along organizational structure, and then affects customer satisfaction outside the organization via employees’ professional commitment. At the dyadic level, Study 2 focuses on the congruence in leaders’ and members’ perception of LMX and investigates the impact of LMX agreement on other members within the team via subordinates’ perception of supervisory support and team conflict. This thesis uses samples from two research scenarios (i.e., service 上海交通大学博士学位论文 V industry and manufacturing) to conduct multi-level research. First, through empirical analysis of 192 director questionnaires and 1,307 doctor questionnaires from 12 top hospitals, it was found that at the individual level, LMX positively affects the members’ professional commitment, which in turn affects customer satisfaction; the employees’ professional commitment mediates the relationship between LMX and customer satisfaction. At the team level, the superior leader-organizational leader exchange (LLX) positively affects team empowerment; team empowerment reduces team’s LMX differentiation; team empowerment mediates the relationship between LLX and team’s LMX differentiation. At the cross-level, the superior LLX positively affects the individual LMX. And team’s LMX differentiation negatively moderates the indirect effect of LMX on customer satisfaction via professional commitment. That is, when team's LMX differentiation is lower, the indirect effect of professional commitment is stronger. Secondly, through the analysis of 318 leader-member dyadic data of 43 teams in a traditional manufacturing company, it was found that the more agreement between a leader’s and a member’s perception of LMX, subordinates perceived the more professional support and emotional support from the leader. The perceived supervisory support resulting from LMX agreement would impact the other members within the team by providing social support to colleagues. Perceived supervisory support mediates the effect of LMX agreement on colleagues’ perceived social support. In addition, the more agreement between a leader’s and a member’s perception of LMX, subordinates perceived the less team conflict. The perceived team conflict resulting from LMX agreement would impact the other members within the team by undermining colleagues. Perceived team task conflict mediates the effect of LMX agreement on colleagues’ perceived social undermining. This thesis has important theoretical contributions to the field of LMX. First, this thesis expands the existing research level by using two different research scenarios to explore the multilevel exchange relationship, 上海交通大学博士学位论文 VI respectively at the individual level, team level, and dyadic level. It strengthens the understanding of LMX in shaping positive organizational behavior. Second, this thesis reveals that leader's upward exchange relationship has spillover effects along organizational hierarchy to the downward exchange relationship, that is, the high-level exchange relationship (LLX) impacts the low-level exchange relationship (LMX). Third, by introducing the third party beyond the dyads, the scope of influence of LMX on the organizational functioning is expanded, and the mediating mechanism is investigated. This thesis explores the impact of LMX on other members within the team and customers outside the organization. Specifically, it reveals the effect of the LMX on customer satisfaction outside the organization, and the impact of LMX agreement on subordinates' social support or social undermining to colleagues. Fourth, based on the dyadic perspective, this thesis explores the impact of congruence/ incongruence in leaders’ and members’ perception of LMX quality on the behaviors of team members, which deepens the understanding of “high-quality” exchange relationships, and c