关于领导-部属交换理论的研究主要集中在职场范围内，少有研究关注领导-部属交换对员工家庭生活的影响。本研究以工作家庭增益理论（Work-Family Enrichment Theory）、领导权变理论（Contingency Theory）为基础，构建了领导-部属交换、资源获取、负向情感特质和员工家庭贬损之间的关系模型。以成都市某银行的193名员工及员工配偶为样本对研究假设进行了实证性检验，研究结果表明:（1）领导-部属交换对员工家庭贬损具有负向的影响；（2）领导-部属交换对员工资源获取具有正向的影响；（3）员工资源获取对员工家庭贬损具有负向影响；（4）员工资源获取在领导-部属交换和家庭贬损之间起着完全中介的作用；（5）下属的负向情感特质越强，领导-部属交换对员工资源获取的直接影响以及对员工家庭贬损的间接影响就越强。

Research about leader-member exchange (LMX) mainly exists in workplace. But it may enhance the life of the worker in family. Based on work-family enrichment theory and contingency theory, we build a model of LMX, access to resources, negative affect and family undermining. We argue that LMX influences employee’s access to resources, which in turn, leads to their family undermining. In addition, informed by the contingency theory, we further propose that employee negative affect moderates the relationship between LMX and employee’s access to resources, such that LMX are more positively related to employee’s access to resources when employee’s negative affect is high rather than low. To test the model, we collected the data from a bank in cheng du of si chuan province. With the assistance of the human resource manager of the firm, a list of randomly selected 300 subordinates and their spouses was prepared. Three waves of data collection occurring with two-week interval were performed in order to reduce common method bias. Ultimately, our sample consisted of 193 matched husbands-wives dyads. Of the 193 employees, 44% were male. The average age was 30.23 years (sd=6.50), and the average tenure in the organization was 7.62 years (sd=6.99). In terms of their education level , 1.04% held middle school degree or below, 17.10% held high school degree, 64.77% held junior college degree, and 17.1% held a bachelor degree or above. Results of hierarchical regression analysis revealed that: (1) leader-member exchange was negatively related to employees’ family undermining;(2) leader-member exchange was positively related to employees’ access to resources; (3) employees’ access to resources was negatively related to employees’ family undermining; (4) employees’ access to resources mediated the relationship between leader-member exchange and employees’ family undermining; (5) negative affect moderated the relationship between leader-member exchange was positively related to employees’ access to resources, such that the positive relationship was stronger when negative affect was high rather than low.