建言或諫言？探討員工正、負向心情與建言行為的關係：轉換型與交易型領導的干擾效果

Promotive or Prohibitive? Exploring the Relationships between Employee Moods and Voice Behaviors: The Moderating Effects of Leadership Styles

本研究以「心情－－資訊模式」(mood-as-information) (Schwarz, 1990)做為理論基礎，以探討員工於工作時的正、負向心情與其促進性／預防性建言行為的關係、並進一步探討主管的轉換型與交易型領導，是否會干擾員工工作心情與建言行為的關係。為驗證本研究提出的假設，本研究分別以兩個研究分別檢視之。在研究一，本研究以配對問卷的方式，分兩個時間點，自210 位跨產業、職位的一般員工及其主管收集資料。階層迴歸分析的結果發現，員工正向心情與促進性建言呈正向關係、而負向心情則與預防性建言呈正向關係。在研究二中，同樣以配對問卷的方式，資料收集自32 個團隊，共158 位高科技研發人員與其團隊主管，並以階層線性模式分析，檢視工作心情與建言行為的關係、以及轉換型與交易型領導的跨層次干擾效果。結果發現，員工正向心情與促進性建言仍呈顯著正向關係，而主管的轉換型領導會減弱員工正、負向心情與建言行為的正向關係；反之，主管的交易型領導（權變獎酬）則會強化正、負向心情與建言行為的正向關係。本研究亦針對本文的理論貢獻與管理意涵，加以討論之。

Drawing on the mood-as-information theory, the present study examines the relationships between employees’ positive/negative mood and their promotive/prohibitive voice, and the moderating effects of transformational and transactional leadership on these relationships. To test these hypotheses, two studies are conducted to investigate the proposed relationships. In Study 1, the sample was collected from 210 employee-supervisor pairs at two different time points from different industries and positions. As expected, the results of hierarchical regression analyses showed that employees’ positive mood positively predicted their promotive voice behavior, and negative mood positively associated with prohibitive voice behaviors. In Study 2, the sample was also collected from 158 research and development technicians and their team managers from 32 teams in 10 high-tech firms. To explore the cross-level moderating effects of transformational and transactional leadership on the mood-voice relationships, the hierarchical linear modeling analysis was conducted to test the hypotheses. Consistent with our expectation, the results indicated that employee positive mood positively predict promotive voice. In addition, the contingent reward dimension of transactional leadership strengthens the positive relationships between positive/negative mood and employee voice behaviors. However, it is surprising that transformational leadership attenuated the positive effects of employees’ work mood on their voices. Theoretical and practical implications of the findings are also discussed.