在高度變動與矛盾交織的組織情境中，悖論領導被視為一種有效因應管理張力的領導風格。然而，其對部屬行為的實際影響，仍受到個體認知差異所調節。本研究以內隱領導理論為基礎，探討部屬對主管悖論思維的期待與感知一致性，是否促進其建言行為，並以領導成員交換關係作為中介變項，心理安全作為調節變項，檢視其是否構成調節式中介機制。
本研究透過問卷調查法，蒐集台灣地區企業主管與部屬配對樣本共209組，並使用SPSS、AMOS及PROCESS等統計軟體分析與驗證。研究結果顯示，部屬對主管悖論思維的認知一致性感可正向促進其建言行為，心理安全在此歷程中發揮顯著的調節與調節式中介效果，惟LMX的中介效果未達顯著水準。
聚焦部屬視角有助於釐清認知一致性如何透過安全感轉化為行動意圖，並補足悖論領導成效機制的理解。當組織能理解部屬在認知與關係層面上的回應機制，便更有機會打造一個鼓勵表達、承接差異、並包容多元領導風格的職場文化。這樣的認知轉化歷程，不僅關乎個體的參與意願與信任建立，更是組織內部溝通品質與創新動能的關鍵所在。

In today’s fast-changing and paradox-laden organizational environments, paradoxical leadership has been increasingly recognized as an effective approach to managing competing demands. However, its influence on employee behavior may be moderated by individual cognitive interpretations. Grounded in implicit leadership theory, this study examines whether the consistency between subordinates’ expectations and perceptions of their supervisors' paradoxical thinking promotes voice behavior. A moderated mediation model is tested, in which Leader–Member Exchange (LMX) serves as a mediating variable and psychological safety as a moderator.
A total of 209 matched supervisor–subordinate responses were collected via a structured questionnaire from companies in Taiwan and analyzed using SPSS, AMOS, and PROCESS. The findings indicate that the perceived consistency between subordinates’ expectations and perceptions of their supervisors’ paradoxical thinking positively influences voice behavior. Psychological safety exhibited both significant moderating and moderated mediating effects, whereas the mediating effect of LMX was not statistically supported.
By focusing on the subordinate’s perspective, this study contributes to understanding how perceived consistency, when accompanied by psychological safety, may be translated into behavioral intentions. These findings enrich the theoretical understanding of how paradoxical leadership exerts its influence on employee behavior. Organizations that recognize employees’ cognitive and relational responses are better positioned to cultivate a workplace culture that encourages expression, embraces difference, and accommodates diverse leadership styles. These cognitive transformation processes are not only closely linked to employees’ participation and trust-building, but also serve as critical drivers of internal communication and innovation.

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