轉型領導與建言行為：文化價值觀的關鍵角色

Cultural Values as a Critical Moderator between Transformational Leadership and Voice Behaviors

周麗芳(Li-Fang Chou)；任金剛(Chin-Kang Jen)；林守紀(Shou-Chi Lin)

文化價值觀（權威取向、他人取向） ； 建言行為（主管在場的公開建言 ； 主管不在場的公開建言 ； 私下向上建言） ； 轉型領導 ； cultural values (authoritarian orientation, and other orientation) ； voice behavior (public voice without supervisor ； public voice with supervisor and coworkers ； and private voice toward supervisor) ； transformational leadership

組織與管理

6卷2期（2013 / 08 / 01）

115 - 159

繁體中文

不論從研究或實務界的觀點，員工建言都是組織創新與進步的關鍵之一，而轉型領導被視為引發部屬建言的重要因素。在華人社會中，建言乃情境與對象敏感的重要溝通行為。過去研究鮮少針對不同場合下、面對不同互動對象的員工建言進行探討，亦鮮少針對與意見表達有關的文化價值觀因素，探討轉型領導對員工建言之影響的文化適用性或侷限性。因此，本研究將員工建言區分為主管不在場的公開建言、主管在場的公開建言與私下向上建言三者，深入探討轉型領導對三種員工建言的影響，以及員工之權威取向與他人取向的調節作用。本研究藉由多重資料來源（員工自評、員工同事評與主管評）之問卷調查法蒐集資料，有效樣本178筆，結果發現：一、轉型領導僅對主管不在場的公開建言具正向影響效果；二、權威取向對轉型領導與主管不在場公開建言具正向調節效果，對轉型領導與私下向上建言具負向調節效果；三、他人取向對轉型領導與私下向上建言具負向調節效果。最後，針對主要發現與研究限制進行討論，並提出未來研究方向。

Employee's voice behavior is viewed as the critical factor for innovation and advancement of organization by researchers and managerial practices. We proposed that voice behavior is situation -sensitive and person-sensitive there are three types of employee voice: public voice without supervisor, public voice with supervisor and coworkers, and private voice toward supervisor. In addition, transformational leadership is viewed as an important facilitator for voice behavior, the moderating role of employee's cultural values among transformational leadership and voice behavior is ignored. We explore whether authoritarian orientation and other orientation could moderate the effects of transformational leadership on three voice behaviors. By questionnaire survey, multiple source data (employ self-report as well as their two coworker and supervisor) were collected for hypotheses testing. A sample of 178 employees from different organization and results showed that: (1) transformational leadership is positively related to public voice without supervisor, but no effects on public voice with supervisor and coworkers, private voice toward supervisor; (2) authoritarian orientation had different moderating effects between transformational leadership and public voice without supervisor, and private voice toward supervisor; (3) others orientation had negative moderating effect among transformational leadership and private voice toward supervisor. Finally, implications for research and practice, limitations and future issues are discussed.

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