本研究以二個子研究探討「轉換型領導」、「交易型領導」對「領導者與部屬交換關係」（LMX）之預測效果；以及「轉換型領導」是否會透過「價值觀相似性」的內在歷程來影響「LMX」。研究一以新訓單位214位新兵為樣本，結果發現「轉換型領導」與「LMX」間的預測力高於「交易型領導」與「LMX」間的預測力。「價值相似性」部分中介「轉換型領導」與「LMX」關係，而「交易領導」無此中介效果。由於研究一所採用的樣本與領導者之相處時間過短，領導者尚不足造成樣本價值觀的改變，為解決此問題，研究二以陸軍常備單位122位士官、兵進行施測，研究結果顯示「轉換型領導」與「LMX」間的預測力高於「交易型領導」與「LMX」間的預測力。「價值相似性」部分中介「轉換型領導」與「LMX」關係，而「交易領導」無此中介效果。研究二重複驗證結果與研究一之結果相似。本研究成果可以作為軍事組織之運用參考。

Two studies were conducted to explore the relationship of transformational leadership, transactional leadership and leader-member exchange (LMX). The mediating effect of leader-subordinate values congruency between transformational leadership and LMX. In Study 1, by investigating 214 soldiers from 5 recruit-training companies of Taiwan Army, the results indicate that relationship of transformational leadership and LMX is stronger than that of transactional leadership and LMX. Moreover, a partial mediating effect of values congruency between transformational leadership and LMX is found. These results were replicated in Study 2 by investigating 122 military personnel of regular troops.