僕人領導風格對員工建言行為之影響：調節中介模型之實證分析

Abstract

本研究探討僕人領導對員工建言行為之影響，並檢驗組織認同的中介角色，以及觀點取替與一般自我效能可能的調節作用。本研究採問卷調查法驗證所提假說，資料蒐集分為兩波，第1波採用便利抽樣法，透過網路獲得問卷數為354份，第2波問卷調查乃於台灣北部某區域醫院透過院內信箱及通訊軟體平台發放，回收問卷數為95份。兩波總共回收問卷數為449份。 就量表之信效度而言，除了觀點取替之AVE值未達可接受標準外，其餘研究變項均滿足信效度標準，因此未進行觀點取替之假說檢定。迴歸分析結果顯示，僕人領導對員工建言行為具有顯著正向影響，亦即當員工感受到領導者展現服務與支持特質時，其提出建言的意願將隨之提升。其次，以拔靴法進行中介模型分析，顯示組織認同在僕人領導與建言行為之間發揮部分中介效果，說明僕人領導能夠強化員工對組織的歸屬感與認同，進而激發其主動建言行為。再其次，研究者使用SPSS 軟體套件PROCESS macro中的Model 7進行調節模型之檢驗，結果顯示一般自我效能對僕人領導與組織認同之關係具有正向調節作用，並且顯示調節中介模型亦為成立。即具高一般自我效能的員工，能更強烈感受到僕人領導帶來的組織認同感，而組織認同將更進行促使其採取建言行為。 根據本研究結果，建議企業管理者應強化僕人領導風格，透過服務與支持態度增進員工的組織認同；同時應提升員工一般自我效能，以最大化僕人領導的影響與建言行為的展現，進而提升組織整體的創新與改善能力。

This study examines the effect of servant leadership on employees’ voice behavior, and the mediating role of organizational identification as well as the moderating effect of the above mediating effects by general self-efficacy and perspective taking. This study adopts questionnaire survey method to test the proposed hypotheses. There are two waves of data collections. The first wave utilized the convenient sampling technique, receiving 354 responses via internet; the second wave was through the intranet platform of a regional hospital in northern Taiwan, receiving 95 responses. The total number of questionnaire received were 449. Regarding the reliability and validity of the survey scales, except for the AVE score of the perspective taking scale, all other scales met the acceptable criteria. Thus, perspective taking was not included in the hypothesis testing. The regression results showed that servant leadership had a significant positive impact on employees’ voice behavior — that is, when employees perceive their leaders as demonstrating service and support characteristics, they are more willing to speak up and offer suggestions. In addition, the bootstrapping method was used to test the mediating hypothesis, and the results showed that organizational identification played a partial mediating role between servant leadership and voice behavior, indicating that servant leadership can strengthen employees’ sense of belonging and identification with the organization, thereby stimulating proactive voice behavior. Moreover, Model 7 of PROCESS macro of SPSS software was employed to test the moderating hypotheses. The results showed that general self-efficacy positively moderated the relationship between servant leadership and organizational identification, and the proposed moderated-mediation hypothesis was also supported. In other words, employees with higher levels of general self-efficacy experience a stronger sense of organizational identification derived from servant leadership, which in turn more effectively drives them to engage in voice behavior. Based on these findings, it is recommended that corporate managers should strengthen servant leadership practices, using service and supportive attitudes to enhance employees’ organizational identification. At the same time, they are suggested to improve employees’ general self-efficacy in order to maximize the influence of servant leadership on employee voice behavior, leading to an increase of overall innovation and improvement capacity of organizations.