悖論領導行為是一種兼容並蓄的領導行為，在兩種極端中間取得適當平衡並且能夠同時應對組織與員工的需求，這種領導行為強調整體思考(Holistic Thinking)，有助於整合管理者在商業環境中遇到的矛盾現象。本研究探討悖論領導行為對於促進性、抑制性雙構面建言行為的關係，並以領導與部屬交換關係(LMX)與心理賦權分別做為中介與調節變項。本研究採取主管與部屬配對之方式進行兩階段的問卷調查，共回收229份有效問卷。研究結果顯示悖論領導行為會正向影響員工促進性與抑制性建言行為；而且透過高品質的領導部屬交換關係，能夠增強悖論領導行為對於促進性與抑制性建言行為的關係。本研究之研究貢獻與管理意涵在論文結尾會在提出討論。;Paradoxical leadership behavior is characterized by a both/and approach that balances seemingly contradictory yet interrelated demands, enabling leaders to address the needs of both the organization and its employees. Emphasizing holistic thinking, this leadership style facilitates the integration of competing organizational expectations in today’s complex business environment. This study examines the effects of paradoxical leadership behavior on two dimensions of employee voice behavior: promotive voice and prohibitive voice. Specifically, leader-member exchange (LMX) is proposed as a mediating variable, while psychological empowerment is examined as a moderating variable. Data were collected through a two-wave survey from matched supervisor–subordinate pairs, yielding a total of 229 valid responses. The results indicate that paradoxical leadership behavior positively influences both promotive and prohibitive voice behaviors. Furthermore, high-quality LMX enhances the positive relationship between paradoxical leadership and both types of voice behavior. Theoretical contributions and practical implications are discussed.
