心理資本是正向心理學中長期受到關注的理論，越來越多的企業開始關注員工擁有的心理資本，心理資本代表個體在面臨特定情境時，所展現出對績效、任務等事件的正向應對態度。建言行為則是指員工提出建設性的建議，來幫助組織改善現況並解決問題；轉換型領導系指領導者透過關懷及啟發的方式，讓部屬願意跟隨領導者，為了組織目標努力。在建言行為與轉換型領導的實證研究中，許多學者發現兩者之間具有正相關，卻少有研究發現建言行為會直接影響領導者的轉換型領導，即使有研究結果亦不一致，其原因可能為有中介機制的存在，本研究基於資源保存理論、社會認同理論與擴展-建設理論，推測心理資本可能為一重要的中介變項，中介建言行為與轉換型領導之間的關係，並採用統合分析與結構方程模式驗證三者變項之間的關係。

本研究投入11篇研究，以統合分析結合結構方程模式（MASEM）之研究方式，探討建言行為、轉換型領導和心理資本三者間關係及模式驗證，研究方法分為兩個階段，第一階段先以統合分析確立兩兩變項間之相關性，並得出一相關係數矩陣，第二階段根據相關係數矩陣，以結構方程模式驗證本研究所提出之理論模式適配度。統合分析結果顯示建言行為對轉換型領導有顯著正向影響（效果值0.463）、建言行為對心理資本亦有顯著正向影響（效果值0.557）、心理資本對轉換型領導有顯著正向影響（效果值0.521）。而結構方程模式分析結果顯示參數估計值皆為正數且小於1並達顯著水準，整體適配度皆達標準，以拔靴法進行中介效果驗證，95%信賴區之間未包含0，而建言行為對轉換型領導的總效果值等於其直接效果與間接效果的總和，故心理資本對建言行為與轉換型領導具顯著中介效果。

最後針對研究結果進行實務建議，組織在選才之時應挑選適合組織的人才特質，才能有利於組織發展；也須重視成員的身心靈發展並提供訓練機會，讓具備建言、溝通能力與心理資本的成員組成團隊，影響轉換型領導風格，以達到育才與用才的效果；更要有完善的績效評估、薪資水平等制度，來提供留才的機會，建立一個正向的工作場域，並創造組織最大價值。

關鍵詞：建言行為、轉換型領導、心理資本、統合分析、結構方程模式。

Psychological capital attracts a lot of attention in the field of positive psychology for a long time. More and more enterprises care about the psychological capital that the employees’ have. Psychological capital means an individual's positive attitude toward the performance, tasks and other events in a specific situation. And voice behavior means the constructive suggestions which the employees make to improve the work’s conditions and solve the organization’s problems. Transformational leadership represents the leaders’ influence on the subordinates through the consideration and inspiration. Through the process, the subordinates are willing to follow their leaders and devote their time and effort to the work.
A lot of empirical studies have found the significantly positive relationship between voice behavior and transformational leadership. However, few studies found their cause-and-effect relationship. The causality between two variables is still a controversy. The reason may be the mediating effect in the two variables’ relationship. According to conservation of resources theory, social identity theory and broaden-and-build theory, this study predicts that psychological capital may be a mediating variable in the relationship of voice behavior and transformational leadership. Therefore, this study uses meta-analysis and structural equation modeling to verify the relationship between these three variables.

This study invested 11 papers to explore the relationship between voice behavior, transformational leadership and psychological capital by the research method of meta-analysis combined with structural equation modeling (MASEM). This research method includes two stages. In the first stage, the correlation between these variables and the correlational matrix were obtained by meta-analysis. In the second stage, the goodness of fit was tested by structural equation modeling. In meta-analysis, the findings showed that the positive effect between voice behavior and transformational leadership was 0.463, the positive effect between voice behavior and psychological capital was 0.557, and the positive effect between psychological capital and transformational leadership was 0.521. In the structural equation modeling, the estimates of parameter are all positive, below 1, and reaching a significant level. Also, the overall goodness of fit was up to standard. The mediation effect was tested by the bootstrap, and the data showed the 95% confidence interval didn’t contain 0. The total effect of voice behavior and transformational leadership was equal to the sum of its direct and indirect effect. It represents the significant mediation effect between voice behavior and transformational leadership.

Last but not least, this study provides some practical advice based on the results. When selecting talents, the organizations should select the talent whose personality are suitable for the organization. It would be beneficial to the organization’s development. It is necessary to care about the physical and mental health of employees and provide them with training opportunities, so the employees with voice behavior, communication skills and psychological capital can form a team to influence the leader’s transformational leadership. It will be helpful for training and staffing. In order to retain talent, the organization should establish a fair performance evaluation and compensation systems. All these actions can improve workplace’s environment and create the organization’s value.

Keywords: Voice Behavior, Transformational Leadership, Psychological Capital, Meta-Analysis, Structural Equation Modeling.

※加註*之文章為本研究統合分析之文獻

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