面對瞬息萬變的經營環境，員工建言是企業推動變革與創新的關鍵之一，而建言對員工而言存在風險與挑戰，過往文獻多以建構員工心理安全感為探討，本研究試圖以主管的真誠領導行為並以領導與部屬交換關係及心理資本作為中介效果，進一步探討影響員工建言行為之原因。研究採用問卷調查法，以台灣在職人員為研究對象，共計350 份問卷作為統計分析資料。 研究結果顯示：(1)主管真誠領導行為對員工建言行為有正向影響效果；(2)主管真誠領導行為對領導與部屬交換關係有正向影響效果；(3)主管真誠領導行為對心理資本有正向影響效果；(4)領導與部屬交換關係對員工建言行為間具有正向影響效果；(5)領導與部屬交換關係對心理資本有正向影響效果；(6)心理資本對員工建言行為有正向影響效果；(7)領導與部屬交換關係對主管真誠領導行為與員工建言行為間具有中介效果；(8)心理資本對主管真誠領導行為與員工建言行為間具有中介效果；(9)領導與部屬交換關係與心理資本對主管真誠領導行為與員工建言行為間具有序列中介效果。 透過員工角度探討，當員工感知主管真誠領導行為並能與主管建立高品質交換關係時，有助於員工心理資本建構，促進員工建言行為。 ;To cope with the rapidly changing business environment of the company, employee voice is a key driver for organizational change and innovation. However, making suggestions poses risks and challenges for employees. Previous literature has explored employees′ psychological safety as an antecedent for employee voice behavior, while this study attempts to further investigate potential reasons that affect employees′ voice behavior by examining the mediating effects of supervisors′ authentic leadership behavior, leader-member exchange relationship (LMX), and psychological capital. Using a questionnaire survey method, we collected 350 valid responses from employed individuals in Taiwan for statistical analysis. The research findings suggest that: (1) supervisor′s authentic leadership behavior has a positive impact on employees′ voice behavior; (2) supervisor′s authentic leadership behavior has a positive impact on LMX; (3) supervisor′s authentic leadership behavior has a positive impact on psychological capital; (4) LMX has a positive impact on employees′ voice behavior; (5) LMX has a positive impact on psychological capital; (6) psychological capital has a positive impact on employees′ voice behavior; (7) LMX mediates the relationship between supervisor′s authentic leadership behavior and employees′ voice behavior; (8) psychological capital mediates the relationship between supervisor′s authentic leadership behavior and employees′ voice behavior; (9) LMX and psychological capital have a serial mediating effect on the relationship between supervisor′s authentic leadership behavior and employees′ voice behavior. From the perspective of employees, perceiving authentic leadership behavior from their supervisors tends to establish a high-quality exchange relationship, which helps to build their psychological capital and further promotes their voice behavior.
