員工沉默現象普遍存在於組織中，並可能對組織效益與員工福祉產生負面影響。相較於西方文化，華人情境下的員工沉默現象更為顯著，這或許源於華人本土文化特性的影響。因此，從華人文化的視角探討員工選擇保持沉默的動機，對於理解其決策機制而言，具有重要研究價值。然而，過往研究發現華人員工沉默動機類別繁多。故本研究將以和諧雙元模式的分類，以簡化此概念的導向為「分裂規避」與「和諧促進」，進而讓組織更有效地應對不同類型的員工沉默行為。此外，本研究以普遍於華人社會的仁慈領導以及與有助減少員工壓抑行為的包容性領導作為前置變項探討兩者對於兩類沉默動機的影響。透過兩階段問卷調查，本研究針對台灣不限行業別的全職，且需與直屬主管共事長達6個月以上華人工作者，蒐集了217 筆的有效研究樣本，並檢驗了仁慈領導與包容性領導個別透過華人員工沉默動機對員工沉默行為的間接影響效果。研究結果顯示仁慈領導對和諧促進導向的華人員工沉默動機無顯著預測力，而中介效果也不成立。包容性領導對分裂規避導向的華人員工沉默動機無顯著預測力，而中介效果也不成立，但仁慈領導對員工沉默行為具有顯著的負向間接效果，並透過分裂規避導向的華人員工沉默動機中介產生。對本研究最後針對研究結果進行綜合討論，從理論與實務層面說明其貢獻，並進一步釐清研究限制與未來可行的研究發展方向。

Employee silence is a common phenomenon in organizations, negatively impacting both organizational effectiveness and employee well-being. Compared to Western contexts, silence appears to be more prevalent among Chinese employees due to cultural influences. This study adopts a cultural perspective of Dualistic Model of Harmony, which categorizes silence motives into two orientations: disintegration avoidance and harmony enhancement. The study investigates impact of two leadership styles that are salient in Chinese contexts—benevolent leadership and inclusive leadership towards the two types of silence motive. Data were collected in two phases from 217 full-time employees in Taiwan who had worked with their immediate supervisors for at least six months. Mediation analysis was used to test whether benevolent and inclusive leadership styles indirectly influence employee silence behaviors through the two types of silence motives. Results showed that while benevolent leadership did not significantly predict harmony-enhancing silence motives, and inclusive leadership did not predict disintegration-avoidant silence motives, benevolent leadership exhibited a significant negative indirect effect on employee silence through disintegration avoidance motives. These findings are discussed in terms of their theoretical and practical implications, along with study limitations and directions for future research.

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