探討權力距離與主動人格對於轉換式領導與員工建言間關係之干擾效果：以越南職場為例

Understanding the Moderating Effects of Power Distance and Proactive Personality on the Relationship between Transformational Leadership and Employee Voice in the Vietnamese Workplace.

武歆樂(Vu Thi Huyen Trang)

指導教授 ： 陳靜怡

國立暨南國際大學/管理學院/國際企業學系/碩士(2023年)

https://doi.org/10.6837/ncnu202300026

摘要

摘要
本研究旨在探討轉換式領導如何影響員工建言，並探討主動人格和權力距離對轉換式領導與員工建言之間關係的調節作用。
本研究採用定量研究的方法，收集相關數據進行分析。在越南胡志明市工作並願意參與調查的人作為本研究的受訪樣本。透過線上和實體收集的 358 份問卷中有 338 份為有效問卷。
研究結果表明，轉換式領導越南工作場所的員工建言權具有正向影響。主動人格和權力距離在轉換式領導與員工建言之間的關係起到調節作用。尤其是當權力距離較低時, 轉換式領導與員工建言之間的互動將有干擾效果。與權力距離類似，當員工的主動人格越弱時，轉換式領導與員工建言之間的正向關係越強。該研究幫助管理者認識到哪些因素阻礙或激發了員工表達意見以提高組織績效的意願。

關鍵字

員工建言 ； 轉換式領導 ； 主動人格 ； 權力距離

並列摘要

Abstract
This study aims to explore how transformational leadership influences employee voice and to probe the moderating effects of proactive personality and power distance into the relationship between transformational leadership and employee voice in Ho Chi Minh City, Vietnam.
The quantitative research method is used in this study to collect the relevant data for analysis. People working in Ho Chi Minh City, Vietnam, and willing to participate in the survey participated as the study's respondents. Additionally, 338 out of the 358 questionnaires collected online and offline are valid for this study.
The findings indicate that transformational leadership has a beneficial effect on employee voice in Vietnamese workplace. In addition, the results show that proactive personality and power distance operate as moderators in the interaction between transformational leadership and employee voice. The interaction between a transformational leadership and employee voice will be more favorable in particular when power distance is low. Similar to power distance, the relationship between transformational leadership and employee voice is stronger when the followers' proactive personality is weaker. Regarding the practical implications, the study helps managers to recognize which elements impede or stimulate the willingness of employee voice to enhance organizational performance.

並列關鍵字

employee voice ； transformational leadership ； proactive personality ； power distance

參考文獻

Alang, T., Stanton, P., & Trau, R. N. C. (2020). Exploring indigenous employee voice practice: perspectives from Vietnamese public sector organisations. Asia Pacific Journal of Human Resources, 58(4), 555–577.

Argyris, C., & Schön, D. A. (1997). Organizational learning: A theory of action perspective. Reis, 77/78, 345.

Aryee, S., Walumbwa, F. O., Mondejar, R., & Chu, C. W. (2017). Core self-evaluations and employee voice behavior: Test of a dual-motivational pathway. Journal of Management, 43(3), 946–966.

Avolio, B. J., Bass, B. M., & Jung, D. I. (1999). Re-examining the components of transformational and transactional leadership using multifactor leadership. Journal of Occupational and Organizational Psychology, 72(4), 441–462

Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: a look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), 801–823.