王瀛（2012。領導成員交換關係與員工建言行為。市場週刊理論研究，01，25-25。
田秀蘭(2003)。社會認知生涯理論之興趣模式驗證研究。教育心理學報，34(2)， 247-266。任辰舟(2013)。倫理領導與員工建言:角色自我效能感的中介機制探究。西南民族大學學報（自然科學版）， 280-285。
吳隆增、曹昆鵬、曾苑儀、唐貴瑤（2011）。變革型領導行為對員工建言行為的影響研究。管理學報，1，61-66。
周貞慧、傅衡宇（2008）。情感承諾與利他行為及建言關係之研究。台北海洋技術學院學報，02，43-52。
周浩、 龍立榮(2013)。基於自我效能感調節作用的工作不安全感對建言行為的影響研究。管理學報，10，1604-1610。
林鉦棽、蕭淑月、何慧清(2005)。社會交換理論觀點下組織支持，組織知識分享行為與組織公民行為相關因素之研究: 以信任與關係為分析切入點。人力資源管理學報，5(1)，77-110。
段錦雲、魏秋江（2012）。建言效能感結構及其在員工建言行為發生中的作用。心理學報，44，972-985。
洪贊凱、曾鈺雯(2012)。從印象管理觀點探討組織個體政治技巧與建言行為之關係。人力資源管理學報，12(2)，1-23。張仁杰(2001)。領導部屬交換理論與組織行為有關變數關係之研究(未出版之碩士論文)國立成功大學，台南市。梁建, 唐京 (2009)。員工合理化建議的多層次分析：來自本土連鎖超市的證據。南開管理評論，12(3) ， 125−134。
梁瑞芸、魏志雄(2013)。自我效能對組織氣候與員工創造力之關係的中介角色研究。北商學報，(24)，47-70。陳鳳英（2011）。職場員工人格特質對社會怠惰影響之研究(未出版之碩士論文)育達商業科技大學，苗栗縣。黃英忠、黃毓華、劉錦雲、陳錦輝 (2008)。工作需求─控制模式與工作倦怠關係之研究：以自我效能為干擾變數。管理實務與理論研究，1，37-51。
萬金生 (2003)。資訊委外特殊自我效能與目標認同、工作績效及工作滿意的關係：結構方程模型的驗證性研究。商管科技季刊，14(1)，125-147。
廖國鋒、吳華春（2013）。從正義知覺與關係品質的觀點探討領導者權力對員工工作投入影響之實證研究。人力資源管理學報，02，1-25。廖輝堯（2012）。領導成員交換關係對員工建言行為的影響分析。管理觀察，14，50-51。
劉永仁、伊奎（2013）。員工政治技能對建言行為的影響－組織信任、一般自我效能的作用。經濟與管理，06，43-50。
蔡啟通 (2012)。互動正義與員工創新行為: 自我效能及主管部屬交換之干擾效果.修平學報，(25), 137-159。蔡啟通（2006）。領導者部屬交換與員工創新行為：組織正義之中介效果及組織特性之干擾效果。管理學報，02，171-193。顏朱吟(2009)。大學行政人員自我效能與工作競爭力關係之實徵研究。屏東教育大學學報，33，335-364。
羅新興、梁成明、余永章（2006）。領導者-成員交換關係品質與追隨者對領導者態度的關聯性—探討追隨者類型的干擾作用。清雲學報，01，1-11。二、英文文獻
Avery, D. R. (2003). Personality as a predictor of the value of voice. Journal of Psychology, 137(5), 435-446.
Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change.
Psychological Review, 84(2), 191-215
Bandura, A. (1982). Self-efficacy mechanism in human agency. American Psychologist,
37, 122-147.
Baruch, Y., O'Creevy, M. F., Hind, P., & Vigoda-Gadot, E. 2004. prosocial behavior and job performance on members' organizational identity and identification. Administrative Science Quarterly, 46: 399-411.
Beer, M., & Noria, N. (2000). Cracking the code of change. Harvard Business Review, 78, 133–141.
Betz, N. E., & Hackett, G. (1981). The relationship of career-related self-efficacy expectations to perceived career options in college women and men. Journal of Counseling Psychology, 28, 399-410.
Bies, R. J., & Moag, J. S. (1986). Interactional justice: Communications criteria of fairness. In R. J. Lewicki, B. H. Sheppard, & M. H. Bazerman (Eds.), Research on negotiation in organizations (Vol. 1) (pp. 43-55). Greenwich, CT: JAI Press.
Blau, P. M. (1964). Exchange and power in social life. New York: John Wiley & Sons.
Botero, I. C., & Van Dyne, L. (2009). Employee Voice Behavior: Interactive Effects of LMX and Power Distance in the United States and Colombia. Management Communication Quarterly, 23, 84-104.
Burton, J. P., Sablynski, C. J., & Sekiguchi, T. (2008). Linking justice, performance, and citizenship via leader-member exchange. Journal of business and psychology, 23(1-2), 51-61.
Chaudhary, R., Rangnekar, S., & Barua, M. K. (2012). Relationships between occupational self efficacy, human resource development climate, and work engagement.Team Performance Management,18(7/8), 370-383.
Cherian, J., & Jacob, J. (2013). Impact of Self Efficacy on Motivation and Performance of Employees.International Journal of Business & Management,8(14).
Crant, J. M., Kim, T. Y., & Wang, J. (2011). Dispositional antecedents of demonstration and usefulness of voice behavior. Journal of Business and Psychology, 26(3), 285-297.
Cropanzano, R., & Folger, R. (1989). Referent cognitions and task decision autonomy: Beyond equity theory. Journal of Applied Psychology, 74, 293-299.
Cropanzano, R., & Greenberg, J. (1997). Progress in organizational justice: Tunneling through the maze. In C. L. Cooper & I. T. Robertson (Eds.), International review of industrial and organizational psychology. New York: Wiley Publishers.
Dansereau, F., Graen, G., & Haga, W. J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational Behavior and Human Performance, 13, 46-78.
Deluga, R. J. (1994). Supervisor trust building leader-member exchange and organizational citizenship behavior. Journal of Occupational and Organizational Psychology, 67(1), 315-326.
Detert, J. R., & Edmondson, A. C. (2011). Implicit voice theories: Taken-for-granted rules of self-censorship at work. Academy of Management Journal, 54(3), 461-488.
Detert, J., & Burris, E. (2007). Leadership behavior and employee voice: Is the door really open. Academy of Management Journal, 50(4), 869-884.
Fein, E. C., Tziner, A., Lusky, L., & Palachy, O. (2013). Relationships between ethical climate, justice perceptions, and LMX. Leadership & Organization Development Journal , 34(2), 147-163.
Frese, M., Teng, E., & Wijnen, C. (1999). Helping to Improve Suggestion Systems: Predictors
of Making Suggestions in Companies. Journal of Organizational Behavior,
20,1139-1150.
Garg, P., Rastogi, R., & Kataria, A. (2013). The Influence of Organizational Justice on Organizational Citizenship Behaviour. International Journal of Business Insights & Transformation, 6(2).
Gillespie, A. I., & Abbott, K. V. (2011). The influence of clinical terminology on self-efficacy for voice.Logopedics Phoniatrics Vocology,36(3), 91-99.
Graen, G., Novak, M. A. & Sommerkamp, P.(1982). The Effects of Leader-MemberExchange
and Job Design on Productivity and Satisfaction: Testing a Dual AttachmentModel.
Organizational Behavior and Human Performance, 30, pp.109-131.
Graen,G.B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The leadership quarterly, 6(2), 219-247.
Gupta, M., & Bhal, K. (2014). Impact of LMX congruence on subordinate performance, promotability and organization commitment. European Conference on Management, 5(3) , 325-332.
Harris, T. B., Li, N., & Kirkman, B. L. (2013). Leader–member exchange (LMX) in context: How LMX differentiation and LMX relational separation attenuate LMX's influence on OCB and turnover intention. The Leadership Quarterly,25(2), 314-330
Hirschman,Albert O. 1970. Exit, Voice, and Loyalty: Responses to Declines in Firms, Organizations, and States. Harvard University Press.
Homans, G. C. (1961). Social behavior. New York: Harcourt, Brace, & World.
Hsiung, H. H. (2012). Authentic leadership and employee voice behavior: A multi-level psychological process. Journal of business ethics, 107(3), 349-361.
Hunton, J.E. and Beeler, J.D. (1997). Effects of user participation in systems development: A
longitudinal field experiment. MIS Quarterly, 21(4), 359-388.
Jex, S. M., Bliese, P. D., Buzzell, S., &Primeau, J. (2001). The Impact of Self-efficacy on Stressor-Strain Relations: Coping Style as an Exploratory Mechanism. Journal of Applied Psychology, 86, 401-409.
Jha, S. (2013). Managerial practices, transformational leadership, customer satisfaction and self efficacy as antecedents of psychological empowerment: A study of indian IT sector.Journal of Management Research,13(2).
Jones,G.R. (1986). Socialization tactics, self-efficacy, and newcomers' adjustments to organizations. Academy of Management Journal, 29(2), 262-279.
Klaas, B. S. & DeNisi, A. S. (1989). Managerial Reactions to Employee Dissent: The Impact of Grievance Activity on Performance Ratings. Academy of Management Journal, 32, 705-717.
Krefting, L. A., & Powers, K. J. (1998). Exercised voice as management failure: Implications of willing compliance theories of management and individualism for de facto employee voice. Employee Responsibilities and Rights Journal, 11, 263–277.
Kumar, M., & Singh, S. (2011). Leader-Member Exchange & Perceived Organizational Justice-An Empirical Investigation. Indian Journal of Industrial Relations, 47(2).
Lawrence, E. R., & Michele Kacmar, K. (2012). Leader-Member Exchange and Stress: The Mediating Role of Job Involvement and Role Conflict. Journal of Behavioral & Applied Management,14(1).
Landau, J. (2009). To Speak or not to Speak: Predictors of Voice Propensity. Journal of Organizational Culture, Communications and Conflict, 13, 35-54.
Liang, J., Farh, C. I. C., & Farh, J. L. (2012). Psychological antecedents of promotive and prohibitive voice behavior: A two-wave longitudinal examination. Academy of Management Journal, 55, 71-92.
Lind, E. A., & Tyler, T. R. (1988). The social psychology of procedural justice. New York: Plenum.
Liu, W., Zhu, R., & Yang, Y. (2010). I warn you because I like you: Voice behavior, employee identification, and transformational leadership. Leadership Quarterly, 21, 189-202.
Locke, E.A., & Latham, G.P. (1990). A theory of goal setting and task performance. Englewood Cliffs, NJ: Prentice-Hall.
Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57, 705–717.
Loi, R., Ngo, H. Y., Zhang, L., & Lau, V. P. (2011). The interaction between leader–member exchange and perceived job security in predicting employee altruism and work performance. Journal of Occupational and Organizational Psychology, 84(4), 669-685.
Luthans, F., & Youssef, C.M. (2007). Emerging positive organizational behavior. Journal
of Management, 33, 321-349.
Maurer, T., H. Pierce & L. Shore (2002). Perceived Beneficiary of Employee Development Activity: A Three-Dimensional Social Exchange Model. Academy of Management Review, 27(3): 432-444.
Moorman, R. H. (1991). Relationship between organizational justice and organizational citizenship behaviors: do fairness perceptions influence employee citizenship? Journal of applied psychology, 76(6), 845.
Morrison, E. W., & Milliken, F. J. (2000). Organizational silence: A barrier to change and development in a pluralistic world. Academy of Management Review, 25: 706-31.
Morrison, E. W., & Phelps, C. C. (1999). Taking charge at work: extra role efforts to initiate workplace change. Academy of Management Journal, 42(4), 403-419.
Morrison, E. W., Wheeler-Smith, S. L., & Kamdar, D. (2011). Speaking up in groups: A cross-level study of group voice climate and voice. Journal of Applied Psychology, 96(1), 183.
Ng, T. W. H., & Feldman, D. C. (2012). Employee voice behavior: A meta-analytic test of the conservation of resources framework. Journal of Organizational Behavior, 33(2), 216–234.
Parker, K. S., & Collins, C. G. (2010). Taking Stock: Integrating and Differentiating MultipleProactive Behaviors. Journal of Management, 36, 633-662.
Pintrich, P.R. & De Groot E. (1990). Motivational and self-regulated learning components of
classroom academic performance. Journal of Educational Psychology, 82(1), pp. 33-50.
Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. The Leadership Quarterly, 1, 107-142.
Rupp, D. E., & R. Cropanzano (2002). The Mediating Effects Of Social Exchange Relationships In Predicting Workplace Outcomes from Multifoci Organizational Justice. Organizational Behavior and Human Decision Processes, 89(1): 925-946.
Scandura, T.A., & Graen, G.B.（1984）. Moderating effects of initial leader-member exchange status on the effects of a leadership intervention. Journal of Applied Psychology, 69(3), 428-436.
Schunk, D. H. (1989). Self-efficacy and cognitive skill learning. In C. Ames & R. Ames(Eds.), Research on motivation in education. (vol.3, pp. 13-44). San Diego: Academic Press.
Shacklock, A., Manning, M., & Hort, L. (2013). Self-efficacy as an intervening variable between ethical work climate and decision making. Journal of Social & Behavioural Research in Business,4(2), 1-13.
Sherer, M., Maddux, J. E., Mercandante, B., Prentice-Dunn, S., Jacobs, B., & Rogers, R.W. (1982). The Self-Efficacy Scale: Construction and validation. Psychological Reports, 51, 663-671.
Smith, R. E. (2013).Insecure Commitment and Resistance: An Examination of Change Leadership, Self-Efficacy, and Trust on the Relationship between Job Insecurity, Employee Commitment, and Resistance to Organizational Change(Doctoral dissertation, UNIVERSITY OF MINNESOTA).
Takeuchi, R., Chen, Z., & Cheung, S. Y. (2012). Applying uncertainty management theory to employee voice behavior: An integrative investigation.Personnel Psychology, 65(2), 283-323.
Tangirala, S., & Ramanujam, R. (2008). Employee silence on critical work issues: The cross level effects of procedural justice climate. Personnel Psychology, 61(1), 37-68.
Tekleab, A. G., R. Takeuchi, & M. S. Taylor (2005). Extending the Chain of Relationships among Organizational Justice, Social Exchange, and Employee Reactions: The Role of Contract Violations. Academy of Management Journal, 48(1) ,146-157.
Tekleab, A.G., and Taylor, M.S. (2003) Aren’t there two parties in an employment relationship? Antecedents and consequences of organization-employee agreement on contract obligations and violations. Journal of Organizational Behavior. 248(1), 585-608.
Tepper, B. J., & Taylor, E. C. (2003). Relationships among supervisors' and subordinates' procedural justice perceptions and organizational citizenship behaviors. Academy of Management Journal, 46(1), 97-105.
Toth, M. (2012). Exploring a relationship between workers' perceptions of leaders and workers' self-efficacy in social services (Doctoral dissertation, Bowling Green State University).
Van Dyne, L., Ang, S., & Botero, I. C. (2003). Conceptualizing employee silence and employee voice as multidimensional constructs. Journal of Management Studies, 40: 1359-1392.
Van Dyne, L., & LePine, J. A. (1998). Helping and voice extra-role behaviors: Evidence of construct and predictive validity. Academy of Management Journal, 41(1), 108-119.
Van Dyne, L., Cummings, L. L., & McLean Parks, J. (1995). Extra-Role Behaviors: In Pursuit of Construct and Definitional Clarity. In L. L. Cummings & B.M. Staw (Eds.), Research in organizational behavior, vol. 17. (pp. 215−285). Greenwich, CT: JAI Press.
Waldman, D. A. (2011). Moving forward with the concept of responsible leadership: Three caveats to guide theory and research. Journal of Business Ethics,98, 75-83.
Walumbwa, F. O., Cropanzano, R., & Goldman, B. M. (2011). How leader–member exchange influences effective work behaviors: Social exchange and internal–external efficacy perspectives. Personnel Psychology,64(3), 739-770.
Walumbwa, F. O., & Schaubroeck, J. (2009). Leader personality traits and employee voice behavior: Mediating roles of ethical leadership and work group psychological safety. Journal of Applied Psychology, 94(5), 1275-1286.
Wayne, S. J., Shore, L. M. & Liden, R. C.(1997). Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management Journal, 40(1), 82-111.
Wesley, J. W. (2002). A study of academic achievement, attitude, motivation, general self-efficacy, and selected demographic characteristics of community college students. Personnel Psychology,4(2),145-145 .
Whiting, S. W., Podsakoff, P. M., & Pierce, J. R. (2008). Effects of task performance, helping, voice, and organizational loyalty on performance appraisal ratings. Journal of Applied Psychology, 93(1), 125−139.
Wood, R., & Bandura, A. (1989). Impact of conceptions of ability on self-regulatory mechanisms and complex decision making. Journal of Personality and Social Psychology, 56(3), 407-415.
Yoon, H. J. (2012). Predicting Employee Voice Behavior: An Exploration of the Roles of Empowering Leadership, Power Distance, Organizational Learning Capability, and Sense of Empowerment in Korean Organizations (Doctoral dissertation, UNIVERSITY OF MINNESOTA).
Yousaf, A., Sanders, K., Torka, N., & Ardts, J. (2011). Having two bosses: considering the relationships between LMX, satisfaction with HR practices, and organizational commitment.The International Journal of Human Resource Management,22(15), 3109-3126.
Zimmerman, B. J., & Schunk, D. H. (2003). Albert Bandura: The scholar and his contributions to educational psychology. In B. J. Zimmerman and D. H. Schunk (Eds.), Educational