本研究所欲探討的主要兩個研究問題如下：(1) 直屬主管的工作家庭衝突(work family conflict)是否會影響部屬對工作家庭衝突的知覺? (2) 假使工作家庭衝突的知覺會透過組織層級相互移轉，組織要如何預防? 本研究提出了一個整合的模式來回答上述的兩個問題。首先，在直屬主管與部屬之間工作家庭衝突的跨界效果(crossover effect)的影響關係中，直屬主管對於家庭支持的行為扮演重要的中介變數，而直屬主管的工作角色顯著程度則在這段關係中扮演重要的調節變數。本研究預期，直屬主管對於家庭支持的行為會中介直屬主管工作家庭衝突及部屬工作家庭衝突的關係，但中介效果的強弱將端視直屬主管的工作角色顯著程度而定。其次，本研究進一步假設，高階主管的支持能有效的避免工作家庭衝突在組織層級中造成擴散。根據社會學習及社會交換理論，本研究預期高階主管的支持會直接的影響主管支持家庭的行為，或間接的透過減緩直屬主管的工作家庭衝突，進而對直屬主管支持家庭的行為產生影響。最後，直屬主管會中介高階主管支持與部屬工作家庭衝突的關係。為檢驗理論模型，本研究以43家公司中的83位主管及276位員工作為研究對象。階層線性模式的研究結果支持了多數的研究假設。理論貢獻及實務意涵亦在文中做詳盡探討。

This study addresses two relevant research questions: (1) Is it possible that work-family conflict (WFC) can be transmitted from supervisors to subordinates in the workplace? (2) If yes, what kind of intervention can organizations take for prevention? To empirically examine the crossover effect of WFC between supervisors and subordinates, this study explicitly investigates how supervisors’ WFC lead to subordinates’ WFC through the mediation of supervisors' family supportive behavior and through the moderation of supervisors' work-role salience. The study further argues that top managers’ supportiveness plays an important role in preventing WFC from spreading hierarchically. Based on social learning and social exchange theories, this study hypothesizes that top managers’ support would directly predict supervisors’ family supportive behavior and indirectly through the mediation effect of supervisors’ WFC. Further, immediate supervisors play a crucial role of the influence process from top managers to subordinates. A conceptual model is tested with a matched sample of 83 supervisors and 276 subordinates from 43 companies in Taiwan. Results of hierarchical linear modeling showed that (1) supervisors’ family supportive behavior mediates the relationship between supervisors’ WFC and subordinates’ WFC; (2) supervisors’ WFC mediates the relationship between top managers’ support and both supervisors’ family supportive behavior and subordinates’ WFC. Furthermore, supervisors’ work-role salience moderates the relationship between supervisors’ WFC and both subordinates’ WFC and supervisors’ family supportive behavior. Theoretical and practical implications are also discussed.

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