晉升力評分不僅為衡量職涯成功的指標亦為實際晉升的重要指標，評估個人的晉升力對員工的職涯發展和組織的人力資源管理措施均相當重要。在過去研究發現領導-部屬交換關係為晉升力評分的一個重要前因，亦被定義為研究假設領導的過程和結果之間關連性較有趣且有效用的途徑之一。而過去研究甚少關注於可能會影響領導-部屬交換關係所帶來結果的限制條件，呼應學者所建議應運用情境架構找出可能會強化或扺銷領導-部屬交換關係影響晉升力評分之因素，某些組織特徵和員工對組織環境的感知可能會干擾這層關係。本研究運用主管之知覺組織支持及領導-領導交換關係為情境架構，探討領導-部屬交換和主管對部屬晉升力評分之關連性是否具有調節效果。蒐集197份主管和部屬配對問卷並運用階層迴歸分析結果顯示，領導-部屬交換關係品質對部屬之晉升力評分具有顯著的解釋效果，領導-部屬交換品質越高對晉升力評分也越高。主管之知覺組織支持及領導-領導交換關係將調節領導-部屬交換與主管對部屬晉升力評分的關聯性。主管之知覺組織支持及領導-領導交換關係越低時，領導-部屬交換關係對晉升力評分之影響力則較強。主管之知覺組織支持及領導-領導交換關係越高時，領導-部屬交換關係對晉升力評分之影響力則較弱。 Promotability is not only the indicator of career success but also for the actual promotion. Promotability rating is important for both individual career development and organizational human resource measure. The past study shows leader-member exchange is one of the most influential antecedents for promotability and it has evolved into one of the more interesting and useful approaches for studying hypothesized linkages between leadership processes and outcomes. In the past, less attention has been paid to the boundary conditions that may in?uence the impact of LMX on its outcomes. In the call to researchers’ urge the need to employ a contingency framework to ?nd out the relevant conditions that may enhance or neutralize the positive effects of LMX on promotability outcomes. Certain organizational characteristics and employees’ perceptions of organizational context may act as moderators of the relationships. This study exercised the manager’s perceived organizational support and leader-leader exchange as contingency framework to find out the moderation effective between leader-member exchange and promotability relationship. Sample questionnaires were collected from 197 supervisor- subordinate dyads. The hierarchical regression analysis provided the support that promotability ratings are predicted by leader-member exchange. Both supervisors’ perceived organizational support and leader-leader exchange moderate the relationship between leader-member exchange and promotability. When perceived organizational support or leader-leader exchange quality is higher, the leader-member exchange has a stronger positive effect on promotability. In the contrast, when perceived organizational support or leader-leader exchange quality is lower, the leader-member exchange has a weaker effect on promotability.
