隨著科技發展與全球競爭加劇，企業面臨的外部環境不確定性和挑戰增多，如何有效應對矛盾需求成為企業成功與永續發展的關鍵。悖論領導行為強調在靈活性與穩定性、個體需求與團隊需求之間尋求平衡，特別是在面對不同世代員工期望時。年輕員工重視自主性與工作生活平衡，並在感受到心理安全感時，更願意提出創新建議。
本研究旨在探討悖論領導行為如何影響員工建言行為，並分析心理安全感的中介作用及信任主管的調節作用。研究透過收集來自台灣企業主管與部屬配對的202份有效問卷進行分析。結果顯示，悖論領導行為對員工建言行為具有顯著的正向影響，能有效促進員工提出創新建議並提升組織績效。
進一步分析顯示，心理安全感在悖論領導與建言行為之間發揮了中介作用。當員工感受到心理安全時，更願意提出改進建議，推動組織創新並增強參與感。儘管信任主管在理論上應有調節作用，實證結果顯示其未達顯著水準。這可能與組織文化、行業特性及領導風格等因素有關，尤其在高權力距離文化中，員工對權威的接受度較高，可能抑制了信任主管的調節效果。
本研究強調了悖論領導行為與心理安全感對員工建言行為的重要性，並指出信任主管在不同情境下的作用仍需進一步探討。未來研究應深入探討信任主管在不同文化與組織背景下的影響機制。

Abstract
With rapid technological advancements and increasing global competition, businesses face greater uncertainty and complexity. Effectively managing conflicting demands is key to organizational success and sustainability. Paradoxical leadership behavior seeks to balance flexibility with stability, and individual needs with team goals, particularly in managing generational differences in employee expectations. Younger employees, who value autonomy and work-life balance, are more likely to offer innovative suggestions when they perceive psychological safety.
This study explores how paradoxical leadership influences employee voice behavior, analyzing the mediating role of psychological safety and the moderating role of trust in supervisors. Data from 202 valid questionnaires collected from supervisor-subordinate pairs in Taiwanese enterprises were analyzed. Results show that paradoxical leadership significantly enhances employee voice behavior, fostering innovation and improving organizational performance. Psychological safety plays a key mediating role, encouraging employees to contribute when they feel safe.
Although trust in supervisors was hypothesized to moderate the relationship between paradoxical leadership and psychological safety, the empirical results did not support this effect. This may be due to conceptual overlap between trust and paradoxical leadership behaviors, or cultural factors such as high power distance, which may reduce the distinct impact of trust.
These findings suggest that while paradoxical leadership and psychological safety are critical drivers of voice behavior, the role of trust in supervisors may vary depending on contextual and cultural factors.

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