本研究採用社會交換理論的觀點，探討不當督導如何抑制部屬的改變導向組織公民行為（OCB），並檢驗建設性變革責任感的中介效果，以及領導成員交換關係（LMX）的干擾效果。以台灣地區企業的全職員工及其直屬主管為調查對象，總計回收270份部屬及其主管之配對資料，並透過階層迴歸分析和建立調節式中介模型（moderated mediation model）來進行假說檢驗。研究結果支持本研究所有假說。結果顯示，不當督導與部屬改變導向OCB有負向關係，且建設性變革責任感會中介上述效果。此外，我們發現LMX會干擾不當督導與建設性變革責任感的關係，並干擾不當督導與改變導向OCB的中介效果。最後，本研究提出研究意涵與未來建議之討論。

We used social exchange theory to examine the meditating effect of felt responsibility for constructive change and the moderating effect of leader member exchange (LMX) on the relationship between abusive supervision and subordinates’ change-oriented organizational citizenship behavior (OCB). Data were collected from 270 full-time employees and their immediate supervisor in Taiwan. We conducted a series of hierarchical regression and developed a moderated mediation model to test our hypotheses. Results indicated that abusive supervision was negatively related to subordinates’ change-oriented OCB. In addition, felt responsibility for constructive change mediated the relationship between abusive supervision and change-oriented OCB. Moreover, LMX moderated the relationship between abusive supervision and felt responsibility for constructive change, and also moderated the indirect relationship between abusive supervision and change-oriented OCB through felt responsibility for constructive change. Some academic and managerial implications were discussed.