競爭激烈、變化迅速的商業環境中，企業面臨多元且相互矛盾的管理需求。悖論領導行為作為一種兼顧彈性與穩定、個體與團隊需求的領導方式，能有效提升員工的適應力與建言行為。員工建言，即主動提出改善建議，是組織創新與績效提升的關鍵，但同時伴隨風險，其發生與否深受領導風格與組織環境影響。
本研究旨在探討悖論領導行為如何影響員工建言行為，並進一步分析心理安全感與工作投入的角色。當員工感受到心理安全，能安心表達意見，工作投入也隨之提升，進而促進建言行為。
透過230份主管與部屬配對問卷分析，結果顯示悖論領導行為正向影響員工建言行為，且工作投入具中介效果；而心理安全感則調節工作投入與建言行為間的關係，使其影響更為顯著。
本研究補充了悖論領導與建言行為的理論基礎，並建議企業建立開放信任的文化、強化心理安全感與工作投入，以激發員工潛能，提升組織競爭力與永續發展能力。

Abstract
In today’s highly competitive and rapidly changing business environment, organizations face diverse and often contradictory management demands. Paradoxical leadership behavior, which balances flexibility with stability and addresses both individual and team needs, has emerged as an effective leadership approach. It enhances employees’ adaptability and encourages voice behavior defined as proactively offering suggestions for improvement. Such behavior is critical to innovation and performance, yet it inherently carries risks and uncertainties, making it highly sensitive to leadership style and organizational climate.
This study aims to explore how paradoxical leadership influences employee voice behavior, with a particular focus on the roles of psychological safety and work engagement. When employees feel psychologically safe, they are more likely to express their ideas without fear of negative consequences, which also enhances their engagement at work further promoting their willingness to speak up.
Based on an analysis of 230 matched supervisor-subordinate questionnaires, the findings reveal that paradoxical leadership behavior has a significant positive impact on employee voice. Moreover, work engagement serves as a mediating factor, while psychological safety moderates the relationship between engagement and voice behavior, amplifying the overall effect.
This study enriches the theoretical foundation of paradoxical leadership and employee voice, offering practical implications for management. It highlights the importance of cultivating a culture of openness and trust, strengthening psychological safety, and fostering employee engagement. By doing so, organizations can unlock employee potential, enhance competitiveness, and ensure sustainable development.

林文政（2019年2月號）。既仁慈又權威、既集權又授權。成為最佳矛盾領導人。
《哈佛商業評論》https://www.hbrtaiwan.com/article/18561/become-the-best-contradictory-leader
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