隨著全球化與科技快速發展，公、私部門皆需具備即時解決問題的能力。然而，公務機關受限於固定職權、科層體制及永業化束縛，阻礙了組織效率與創新。為因應環境變動、持續適應局勢及推動社會進步，政府部門必須透過公務人員的建言行為來促進變革，如強化技術開發、改進溝通模式或工作方式轉變。過去研究指出，建言行為受到個人及組織因素影響，相較於私部門，公部門建言所欲追求的公共目標及應考量之制度限制，使個人的心理機制及特質更為重要，另外主管的領導風格亦是層級節制的情境下相當關鍵之考量因素。
有鑑於過去的建言行為研究以私部門績效導向情境為主，因此本研究從公部門的角度出發，運用次級資料之分析方法驗證「公共服務動機」以及「風險承受度」此個人心理機制及特質對提升公務人員不同建言行為之影響程度，並再結合轉換型及交易型領導兩種領導風格作為調節變項，進一步探究其對於公共服務動機、風險承受度與建言行為間的影響。本研究之次級資料使用「臺灣文官調查第五期（TGBS-V）」第二波調查問卷之次級資料進行統計分析，該調查以我國現職公務人員為研究對象，回收有效問卷共計766份。
研究結果得出以下發現與結論，第一、越能承受風險及公共服務動機越高的公務人員皆越能提升其促進性及抑制性建言，且公共服務動機之影響程度均較高；第二、展現交易型領導風格的主管及轉換型領導風格的主管均能對具公共服務動機的公務人員提升其促進性建言行為，而前者較後者影響程度更高；第三、展現轉換型領導風格的主管對公共服務動機越高的公務人員越能提升其抑制性建言行為；第四、不論轉換型或交易型領導對於越能承受風險的公務人員在提升建言行為上皆沒有影響效果。最後，本研究依據上述研究發現進一步提供相關實務上的建議予公部門作為激發公務人員建言行為之參考。

With globalization and rapid technological advancements, both the public and private sectors must possess the ability to respond to and resolve problems in a timely manner. However, public agencies are constrained by fixed duties, bureaucratic structures, and tenure systems, which hinder organizational efficiency and innovation. To adapt to environmental changes, sustain situational alignment, and promote social progress, government departments must rely on civil servants' voice behavior to drive change—such as strengthening technological development, improving communication modes, or transforming work practices. Past studies indicate that voice behavior is influenced by both individual and organizational factors. Compared to the private sector, the public goals pursued by public-sector voice and the institutional constraints that must be considered render individual psychological mechanisms and traits even more crucial; additionally, supervisory leadership style is a critical factor that must be actively considered under the context of hierarchical control.
In view of the fact that past research on voice behavior has predominantly focused on performance-oriented contexts in the private sector, this study adopts a public-sector perspective. Using secondary data analysis, this study examines the influence of individual psychological mechanisms and traits—specifically, "Public Service Motivation" (PSM) and "risk tolerance"—on promoting different types of voice behavior among civil servants. Furthermore, it incorporates two leadership styles, "transformational leadership" and "transactional leadership," as moderating variables to explore their moderating effects on the relationships between PSM, risk tolerance, and voice behavior. The secondary data for this study was obtained from the second-wave questionnaire of the "Taiwan Government Bureaucracy Survey, Phase V (TGBS-V)" for statistical analysis. The target population of the survey was active civil servants in Taiwan, resulting in a total of 766 valid questionnaires collected.
The research findings and conclusions are as follows: First, civil servants with higher risk tolerance and stronger PSM are more likely to exhibit both promotive and prohibitive voice behaviors, with PSM exerting a greater level of influence. Second, supervisors demonstrating either transactional or transformational leadership styles can enhance the promotive voice behavior of civil servants with high PSM, with the former having a stronger effect than the latter. Third, supervisors exhibiting a transformational leadership style can more effectively enhance the prohibitive voice behavior of civil servants with higher PSM. Fourth, neither transformational nor transactional leadership has any moderating effect on enhancing the voice behavior of civil servants with higher risk tolerance.
Finally, based on these findings, this study provides practical recommendations for the public sector to serve as a reference for stimulating civil servants' voice behavior.

壹、英文部分
Avolio, B. J., Bass, B. M., & Jung, D. I. (1999). Re-examining the components of transformational and transactional leadership using the Multifactor Leadership. Journal of Occupational and Organizational Psychology, 72(4), 441-462.
Ashford, S. J., Sutcliffe, K. M., & Christianson, M. K. (2009). Speaking up and speaking out: The leadership dynamics of voice in organizations. Voice and silence in organizations, 175(1), 175-202.
Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual review of psychology, 60(1), 421-449.
Antonakis, J., & House, R. J. (2013). The Full-Range Leadership Theory: The Way Forward. In Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition (Vol. 5, pp. 0). Emerald Group Publishing Limited.
Asencio, H. (2016). Leadership, trust, and job satisfaction in the public sector: A study of US federal employees. International Review of Public Administration, 21(3), 250-267.
Ahmeti, R., & Vladi, B. (2017). Risk management in public sector: A literature review. European journal of multidisciplinary studies, 2(5), 323-329.
Andersen, L. B., Bjørnholt, B., Bro, L. L., & Holm-Petersen, C. (2018). Leadership and motivation: a qualitative study of transformational leadership and public service motivation. International Review of Administrative Sciences, 84(4), 675-691.
AlMunthiri, O., Bani-Melhem, S., Mohd-Shamsudin, F., & Raziq, M. M. (2023). Fostering innovative behaviours of public sector employees: the potency of innovation-based HR practices, risk propensity and error tolerance. International Journal of Public Sector Management, 37(2), 159-182.
Ahmad, R., Nawaz, M. R., Ishaq, M. I., Khan, M. M., & Ashraf, H. A. (2023). Social exchange theory: Systematic review and future directions [Systematic Review]. Frontiers in Psychology, Volume 13 - 2022.
Bennis, W., & Nanus, B. (1985). The strategies for taking charge. Leaders, New York: Harper. Row, 41.
Bass, B. M., & Avolio, B. J. (1993). Transformational leadership: A response to critiques. In M. M. Chemers & R. Ayman (Eds.), Leadership theory and research: Perspectives and directions, 49-80. Academic Press.
Bass, B. M., & Avolio, B. J. (1996). Multifactor leadership questionnaire. Western Journal of Nursing Research.
Bozeman, B., & Kingsley, G. (1998). Risk culture in public and private organizations. Public Administration Review, 58(2), 109-118.
Bass, B. M. (1999). Two Decades of Research and Development in Transformational Leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32.
Bhatta, G. (2003). Don’t just do something, stand there! Revisiting the issue of risks in innovation in the public sector, The Innovation Journal: The Public Sector Innovation Journal, 8(2), 1-12.
Bhatta, G. (2003). Intent, risks and capability: Some considerations on rethinking organizational capability. International Review of Administrative Sciences, 69(3), 401-418.
Bright, L. (2008). Does Public Service Motivation Really Make a Difference on the Job Satisfaction and Turnover Intentions of Public Employees? The American Review of Public Administration, 38(2), 149-166.
Burris, E. R., Detert, J. R., & Chiaburu, D. S. (2008). Quitting before leaving: The mediating effects of psychological attachment & detachment on voice. Journal of Applied Psychology, 93(4), 912-922.
Buurman, M., Delfgaauw, J., Dur, R., & Van den Bossche, S. (2012). Public sector employees: Risk averse and altruistic? Journal of Economic Behavior & Organization, 83(3), 279-291.
Bashshur, M. R., & Oc, B. (2014). When Voice Matters: A Multilevel Review of the Impact of Voice in Organizations. Journal of Management, 41(5), 1530-1554.
Benmira, S., & Agboola, M. (2021). Evolution of leadership theory. BMJ Leader, 5(1), 3-5.
Backhaus, L., & Vogel, R. (2022). Leadership in the public sector: A meta-analysis of styles, outcomes, contexts, and methods. Public Administration Review, 82(6), 986-1003.
Bwalya, A. (2023). Leadership styles. Global Scientific Journal, 11(8), 181-194.
Bernards, B. (2024). Cognitive Uncertainty and Employees’ Daily Innovative Work Behavior: The Moderating Role of Ambidextrous Leadership. Review of Public Personnel Administration, 0(0), 0734371X241233759.
Bain, K., Coll, K., Kreps, T. A., & Tenney, E. R. (2025). Silenced by Incivility. Journal of Business Ethics, 198(1), 107-125.
Claver, E., Llopis, J., Garcia, D., & Molina, H. (1998). Organizational culture for innovation and new technological behavior. The Journal of High Technology Management Research, 9(1), 55-68.
Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874-900.
Coursey, D. H., & Pandey, S. K. (2007). Public Service Motivation Measurement: Testing an Abridged Version of Perry's Proposed Scale. Administration & Society, 39(5), 547-568.
Clark, A. F. (2016). Toward an Entrepreneurial Public Sector: Using Social Exchange Theory to Predict Public Employee Risk Perceptions. Public Personnel Management, 45(4), 335-359.
Chamberlin, M., Newton, D. W., & Lepine, J. A. (2017). A Meta-Analysis of Voice and Its Promotive and Prohibitive Forms: Identification of Key Associations, Distinctions, and Future Research Directions. Personnel Psychology, 70(1), 11-71.
Chau, T. H. P., Tran, Y. T., & Le, T. D. (2022). How does transformational leadership influence on the performance of public service organizations in a developing country? The interventional roles of NPM cultural orientations. Cogent Business & Management, 9(1), 2140746.
Dyne, L. V., Ang, S., Botero, I.C. (2003). Conceptualizing employee silence and employee voice as multidimensional constructs. Journal of Management Studies, 40(6), 1359-1392.
Detert, J. R., & Burris, E. R. (2007). Leadership behavior and employee voice: Is the door really open? Academy of Management Journal, 50(4), 869-884.
Deinert, A., Homan, A. C., Boer, D., Voelpel, S. C., & Gutermann, D. (2015). Transformational leadership sub-dimensions and their link to leaders' personality and performance. The Leadership Quarterly, 26(6), 1095-1120.
Daymond, J., & Rooney, D. (2016). Voice in a supra-organizational and shared-power world: Challenges for voice in cross-sector collaboration. The International Journal of Human Resource Management, 29, 772-804.
Dong, H.-K. D. (2014). Individual Risk Preference and Sector Choice: Are Risk-Averse Individuals More Likely to Choose Careers in the Public Sector? Administration & Society, 49(8), 1121-1142.
Duan, J., Lapointe, É., Xu, Y., & Brooks, S. (2019). Why do employees speak up? Examining the roles of LMX, perceived risk and perceived leader power in predicting voice behavior. Journal of Managerial Psychology, 34(8), 560-572.
Ding, M., & Wang, C. (2024). Relationship between leadership style and public service motivation: A meta-analysis. Social Behavior and Personality: an international journal, 52(2), 1-12.
Figner, B., & Weber, E. U. (2011). Who takes risks when and why? Determinants of risk taking. Current Directions in Psychological Science, 20(4), 211-216.
Fernandez, S., & Moldogaziev, T. (2012). Using Employee Empowerment to Encourage Innovative Behavior in the Public Sector. Journal of Public Administration Research and Theory, 23(1), 155-187.
Foss, N. J., & Lindenberg, S. (2013). Microfoundations for strategy: A goal-framing perspective on the drivers of value creation. Academy of management Perspectives, 27(2), 85-102.
Glauser, M. J. (1984). Upward information flow in organizations: Review and conceptual analysis. Human Relations, 37, 613-643.
García-Granero, A., Llopis, Ó., Fernández-Mesa, A., & Alegre, J. (2015). Unraveling the link between managerial risk-taking and innovation: The mediating role of a risk-taking climate. Journal of Business Research, 68(5), 1094-1104.
Gieske, H., van Meerkerk, I., & van Buuren, A. (2018). The Impact of Innovation and Optimization on Public Sector Performance: Testing the Contribution of Connective, Ambidextrous, and Learning Capabilities. Public Performance & Management Review, 42(2), 432-460.
Gieske, H., Michael, D., & and van Buuren, A. (2019). Ambidextrous practices in public service organizations: innovation and optimization tensions in Dutch water authorities. Public Management Review, 22(3), 341-363.
Gieske, H., Bert, G., Ingmar, v. M., & and van Buuren, A. (2019). Innovating and optimizing in public organizations: does more become less? Public Management Review, 22(4), 475-497.
Giaccone, S. C., & Magnusson, M. (2022). Unveiling the role of risk-taking in innovation: antecedents and effects. R&D Management, 52(1), 93-107.
House, R. J., & Mitchell, T. R. (1975). Path-goal theory of leadership.
House, R. J. (1996). Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. The Leadership Quarterly, 7(3), 323-352.
Hondeghem, A., & Vandenabeele, W. (2005). Valeurs et motivations dans le service public. Perspective comparative. Revue française d'administration publique, 115(3), 463-479.
Hsiung, H.-H. (2012). Authentic Leadership and Employee Voice Behavior: A Multi-Level Psychological Process. Journal of Business Ethics, 107(3), 349-361.
Homberg, F., McCarthy, D., & Tabvuma, V. (2015). A Meta-Analysis of the Relationship between Public Service Motivation and Job Satisfaction. Public Administration Review, 75(5), 711-722.
Huang, L., & Paterson, T. A. (2017). Group Ethical Voice: Influence of Ethical Leadership and Impact on Ethical Performance. Journal of Management, 43(4), 1157-1184.
Hansen, J. A., & Pihl-Thingvad, S. (2019). Managing employee innovative behaviour through transformational and transactional leadership styles. Public Management Review, 21(6), 918-944.
Høstrup, M., & Andersen, L. B. (2020). Leading to make a difference for whom? How vision content moderates the relationship between transformational leadership and public service motivation. International Public Management Journal, 25(4), 585-599.
Hameduddin, T., & Engbers, T. (2021). Leadership and public service motivation: a systematic synthesis. International Public Management Journal, 25(1), 86-119.
Ingraham, P. W., Selden, S. C., & Moynihan, D. P. (2000). People and Performance: Challenges for the Future Public Service— the Report from the Wye River Conference. Public Administration Review, 60(1), 54-60.
Ibrahim, Z., Amin, K., Ali, K., & Javed, A. (2024). The Impact of Transactional Leadership Style on Organizational Commitment. International Journal of Social Science Archives (IJSSA), 7(3), 461-470.
Jardine, C. G., & Hrudey, S. E. (1999). What is risk?. In Environmental Health for All: Risk Assessment and Risk Communication for National Environmental Health Action Plans (pp. 205-211). Dordrecht: Springer Netherlands.
Jansen, J. J. P., George, G., Van den Bosch, F. A. J., & Volberda, H. W. (2008). Senior Team Attributes and Organizational Ambidexterity: The Moderating Role of Transformational Leadership. Journal of Management Studies, 45(5), 982-1007.
Jansen, J. J. P., Vera, D., & Crossan, M. (2009). Strategic leadership for exploration and exploitation: The moderating role of environmental dynamism. The Leadership Quarterly, 20(1), 5-18.
Joseph, E. D., & Zhang, D. C. (2021). Personality Profile of Risk-Takers. Journal of Individual Differences, 42(4), 194-203.
Kerr, S., & Jermier, J. M. (1978). Substitutes for leadership: Their meaning and measurement. Organizational Behavior and Human Performance, 22(3), 375-403.
Kassing, J. W. (2002). Speaking Up: Identifying Employees’ Upward Dissent Strategies. Management Communication Quarterly, 16(2), 187-209.
Kim, S. (2006). Public service motivation and organizational citizenship behavior in Korea. International Journal of Manpower, 27(8), 722-740.
Kim, S. (2009). Revising Perry's measurement scale of public service motivation. The American Review of Public Administration, 39(2), 149-163.
Kim, H. (2012). Transformational Leadership and Organisational Citizenship Behavior in the Public Sector in South Korea: The Mediating Role of Affective Commitment. Local Government Studies, 38(6), 867-892.
Kim, S., Vandenabeele, W., Wright, B. E., Andersen, L. B., Cerase, F. P., Christensen, R. K., Desmarais, C., Koumenta, M., Leisink, P., Liu, B., Palidauskaite, J., Pedersen, L. H., Perry, J. L., Ritz, A., Taylor, J., & De Vivo, P. (2013). Investigating the Structure and Meaning of Public Service Motivation across Populations: Developing an International Instrument and Addressing Issues of Measurement Invariance. Journal of Public Administration Research and Theory, 23(1), 79-102.
Kroll, A., & Vogel, D. (2014). The PSM–Leadership Fit: A Model of Performance Information Use. Public Administration, 92(4), 974-991.
Kjeldsen, A. M., & Hansen, J. R. (2016). Sector Differences in the Public Service Motivation–Job Satisfaction Relationship: Exploring the Role of Organizational Characteristics. Review of Public Personnel Administration, 38(1), 24-48.
LePine, J. A., & Van Dyne, L. (2001). Voice and cooperative behavior as contrasting forms of contextual performance: evidence of differential relationships with big five personality characteristics and cognitive ability. Journal of Applied Psychology, 86(2), 326.
Leisink, P., & Steijn, B. (2009). Public service motivation and job performance of public sector employees in the Netherlands. International Review of Administrative Sciences, 75(1), 35-52.
Liu, W., Zhu, R., & Yang, Y. (2010). I warn you because I like you: Voice behavior, employee identifications, and transformational leadership. The Leadership Quarterly, 21(1), 189-202.
Liang, J., Farh, C. I. C., & Farh, J.-L. (2012). Psychological antecedents of promotive and prohibitive voice behavior: A two-wave examination. Academy of Management Journal, 55(1), 71-92.
Li, C.-R., Lin, C.-J., & Tien, Y.-H. (2015). CEO transformational leadership and top manager ambidexterity: An empirical study in Taiwan SMEs. Leadership & Organization Development Journal, 36(8), 927-954.
Lynggaard, M., Pedersen, M. J., & Andersen, L. B. (2016). Exploring the Context Dependency of the PSM–Performance Relationship. Review of Public Personnel Administration, 38(3), 332-354.
Li, S., Jia, R., Hu, W., Luo, J., & Sun, R. (2021). When and how does ambidextrous leadership influences voice? The roles of leader-subordinate gender similarity and employee emotional expression. The International Journal of Human Resource Management, 34(7), 1390-1410.
Lu, D., & Chen, C. H. (2022). The Impact of Public Service Motivation on Job Satisfaction in Public Sector Employees: The Mediating Roles of Work Engagement and Organizational Commitment. Mobile Information Systems, 2022(1), 7919963.
Li, M. (2022). Transactional Leadership and Transformational Leadership to the Qualities of Public Goods and Services. Frontiers in Economics and Management, 3(3), 335-345.
Luo, S., Wang, J., Xie, Z., & Tong, D. Y. K. (2024). When and why are employees willing to engage in voice behavior: a power cognition perspective. Current Psychology, 43(5), 4211-4222.
Morrison, E. W. (2011). Employee voice behavior: Integration and directions for future research. The Academy of Management Annals, 5, 373-412.
Miceli, M. P., & Near, J. P. (2013). Some implications of the voice literature for research on whistle-blowing. In Voice and whistleblowing in organizations (pp. 182-202). Edward Elgar Publishing.
Morrisette, S., & Oberman, W. (2013). Shifting Strategic Imperatives: A Stages of Leadership Perspective on the Adoption of Corporate Entrepreneurship. Journal of Applied Management and Entrepreneurship, 18(2), 59-82.
Morrison, E. W. (2014). Employee Voice and Silence. Annual Review of Organizational Psychology and Organizational Behavior, 1, 173-197.
Maynes, T. D., & Podsakoff, P. M. (2014). Speaking more broadly: An examination of the nature, antecedents, and consequences of an expanded set of employee voice behaviors. Journal of Applied Psychology, 99(1), 87-112.
Miao, Q., Newman, A., Schwarz, G., & Cooper, B. (2018). How Leadership and Public Service Motivation Enhance Innovative Behavior. Public Administration Review, 78(1), 71-81.
Muterera, J., Hemsworth, D., Baregheh, A., & Garcia-Rivera, B. R. (2018). The Leader–Follower Dyad: The Link Between Leader and Follower Perceptions of Transformational Leadership and Its Impact on Job Satisfaction and Organizational Performance. International Public Management Journal, 21(1), 131-162.
McClean, E. J., Martin, S. R., Emich, K. J., & Woodruff, C. T. (2018). The Social Consequences of Voice: An Examination of Voice Type and Gender on Status and Subsequent Leader Emergence. Academy of Management Journal, 61(5), 1869-1891.
Morrison, E. W. (2023). Employee Voice and Silence: Taking Stock a Decade Later. Annual Review of Organizational Psychology and Organizational Behavior, 10, 79-107.
Makhwiting, W., & Bruhns, E. (2025). Is there a Relationship between Transactional Leadership Style, Communication and Job Satisfaction of Administrative Employees in the South African Public Sector? African Journal of Inter/Multidisciplinary Studies, 7(si2), 1-15.
Nusair, N., Ababneh, R., & Kyung Bae, Y. (2012). The impact of transformational leadership style on innovation as perceived by public employees in Jordan. International Journal of Commerce and Management, 22(3), 182-201.
Nicholson-Crotty, S., Nicholson-Crotty, J., & Fernandez, S. (2017). Performance and Management in the Public Sector: Testing a Model of Relative Risk Aversion. Public Administration Review, 77(4), 603-614.
Nielsen, P. A., Boye, S., Holten, A.-L., Jacobsen, C. B., & Andersen, L. B. (2019). Are transformational and transactional types of leadership compatible? A two-wave study of employee motivation. Public Administration, 97(2), 413-428.
Nguyen, T. T., Berman, E. M., Plimmer, G., Samartini, A., Sabharwal, M., & Taylor, J. (2022). Enriching Transactional Leadership with Public Values. Public Administration Review, 82(6), 1058-1076.
Nugroho, S., & Muslim, M. (2024). Transformational Leadership in Public Sector Innovation: A Bibliometric Analysis. Asian Journal of Social and Humanities, 2, 1321-1333.
Okun, M.A. (1976). Adult Age and Cautiousness in Decision, Human Development, 19(4), 220-233.
Öncer, A. Z. (2013). Investigation of the effects of transactional and transformational leadership on entrepreneurial orientation. International Journal of Business and Social Research, 3(4), 153-166.
Orazi, D. C., Turrini, A., & Valotti, G. (2013). Public sector leadership: new perspectives for research and practice. International Review of Administrative Sciences, 79(3), 486-504.
Oberfield, Z. W. (2014). Public Management in Time: A Longitudinal Examination of the Full Range of Leadership Theory. Journal of Public Administration Research and Theory, 24(2), 407-429.
Ouyang, C., Zhu, Y., & Ma, Z. (2022). Ambidextrous Leadership and Employee Voice Behavior: The Role of Work Motivation and Ambidextrous Culture. Psychology Research and Behavior Management, 15(null), 2899-2914.
Perry, J. L., & L. R. Wise. (1990). The motivational bases of public service. Public Administration Review, 50(3), 367-373.
Perry, J. L. (1996). Measuring Public Service Motivation: An Assessment of Construct Reliability and Validity. Journal of Public Administration Research and Theory, 6(1), 5-22.
Perry, J. L., & Hondeghem, A. (2008). Building Theory and Empirical Evidence about Public Service Motivation. International Public Management Journal, 11(1), 3-12.
Perry, J. L., A. Hondeghem, & L. R. Wise. (2010). Revisiting the motivational bases of public service: Twenty years of research and an agenda for the future. Public Administration Review, 70(5), 681-690.
Perry, J. L. (2020). Managing organizations to sustain passion for public service. Cambridge University Press.
Pieterse, A. N., van Knippenberg, D., Schippers, M., & Stam, D. (2010). Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment. Journal of Organizational Behavior, 31(4), 609-623.
Palsson, A. M. (1996). Dose the degree of relative risk aversion vary with household characteristics, Journal of Economic Psychology, 17, 771-787.
Petrovsky, N., & Ritz, A. (2014). Public service motivation and performance: a critical perspective. Evidence-based HRM: a Global Forum for Empirical Scholarship, 2(1), 57-79.
Prasad, B., & Junni, P. (2016). CEO transformational and transactional leadership and organizational innovation: The moderating role of environmental dynamism. Management Decision, 54(7), 1542-1568.
Rafferty, A. E., & Griffin, M. A. (2004). Dimensions of transformational leadership: Conceptual and empirical extensions. The Leadership Quarterly, 15(3), 329-354.
Robbins, S. P., & Judge, T. A. (2013). Perception and Individual Decision Making. Organizational Behavior, 165-200.
Ritz, A., Brewer, G. A., & Neumann, O. (2016). Public Service Motivation: A Systematic Literature Review and Outlook. Public Administration Review, 76(3), 414-426.
Sung, J. & S. D. Hanna (1996). Factors related to risk tolerance, Financial Counseling and Planning, 7, 11-20.
Steinmann, B., Klug, H. J. P., & Maier, G. W. (2018). The Path Is the Goal: How Transformational Leaders Enhance Followers' Job Attitudes and Proactive Behavior. Front Psychol, 9, 1-15.
Sun, S. (2021). The relationship between public service motivation and affective commitment in the public sector change: A moderated mediation model. Frontiers in Psychology, 12, 631948.
Sijbom, R. B. L., & Koen, J. (2021). Psychometric Validation of the Dutch Version of the Promotive and Prohibitive Voice Scale. Frontiers in Psychology, 12, 1-12.
Song, Y., Tian, Q.-t., & Kwan, H. K. (2022). Servant leadership and employee voice: a moderated mediation. Journal of Managerial Psychology, 37(1), 1-14.
Shin, D., Woodwark, M. J., Konrad, A. M., & Jung, Y. (2022). Innovation strategy, voice practices, employee voice participation, and organizational innovation. Journal of Business Research, 147, 392-402.
Schäfer, F.-S., Hirsch, B., & Nitzl, C. (2022). The effects of public service motivation, risk propensity and risk perception on defensive decision-making in public administrations. Journal of Public Budgeting, Accounting & Financial Management, 35(2), 244-263.
Son, S., Yang, T. S., & Park, J. (2025). Promoting Voice: The Interplay of Job Reflective Learning, Risk-taking Climate, and Age. Journal of Business and Psychology, 40(2), 513-527.
Taylor, J. (2007). The impact of public service motives on work outcomes in Australia: A comparative multi-dimensional analysis. Public Administration, 85(4), 931-959.
Taylor, J., & Westover, J. H. (2011). Job Satisfaction in The Public Service. Public Management Review, 13(5), 731-751.
Taylor, J. (2014). Public service motivation, relational job design, and job satisfaction in local government. Public Administration, 92(4), 902-918.
Tsameti, A., Bellou, V.-M., & Tsamantouridis, K. (2021). Employee Voice and Innovative Behavior in the Public Sector. International Journal of Public Administration, 46(1), 56-68.
Thanh, N. H., & Quang, N. V. (2022). Transformational, Transactional, Laissez-faire Leadership Styles and Employee Engagement: Evidence From Vietnam’s Public Sector. Sage Open, 12(2), 21582440221094606.
Tasneem K. A., Zhang Z., & Sun S. (2023). When and why voice to higher-up? Declaring the psychological mechanisms of subordinate’s voice behavior in the public sector. PLoS ONE, 18(8), 1-14.
Tian, X., Chae, H., Song, D., & Zhang, Y. (2025). Leader prohibitive voice shapes employee voice through psychological safety moderated by self-efficacy and generational differences. Scientific Reports, 15(1), 31469.
Um, E. R., & Naqvi, S. (2020). Employee voice behavior as a critical factor for organizational sustainability in the telecommunications industry. PLoS One, 15(9), e0238451.
Uys, T. (2022). Voice and Silence: Who Blows the Whistle and Why? In Whistleblowing and the Sociological Imagination, 83-112. Palgrave Macmillan US.
Udin, U., Dananjoyo, R., & Shaikh, M. (2025). Transactional leadership in public sector organizations: A bibliometric analysis. International Journal of Advanced and Applied Sciences, 12, 239-245.
Van Dyne, L., & LePine, J. A. (1998). Helping and voice extra-role behaviors: Evidence of construct and predictive validity. Academy of Management Journal, 41, 108-119.
Van Wart, M. (2003). Public-Sector Leadership Theory: An Assessment. Public Administration Review, 63(2), 214-228.
Vandenabeele, W., Scheepers, S., & Hondeghem, A. (2006). Public Service Motivation in an International Comparative Perspective: The UK and Germany. Public Policy and Administration, 21(1), 13-31.
Vandenabeele, W. (2007). Toward a public administration theory of public service motivation: An institutional approach. Public Management Review, 9(4), 545- 556.
Vandenabeele, W. (2008). Development of a Public Service Motivation Measurement Scale: Corroborating and Extending Perry's Measurement Instrument. International Public Management Journal, 11(1), 143-167.
Venkataramani, V., & Tangirala, S. (2010). When and why do central employees speak up? An examination of mediating and moderating variables. Journal of Applied Psychology, 95(3), 582-591.
Vandenabeele, W., Brewer, G. A., & Ritz, A. (2014). Past, Present, and Future of Public Service Motivation Research. Public Administration, 92(4), 779-789.
Van der Voet, J. (2016). Change Leadership and Public Sector Organizational Change:Examining the Interactions of Transformational Leadership Style and Red Tape. The American Review of Public Administration, 46(6), 660-682.
Wright, B. E., Moynihan, D. P., & Pandey, S. K. (2012). Pulling the Levers: Transformational Leadership, Public Service Motivation, and Mission Valence. Public Administration Review, 72(2), 206-215.
Wright, B. E., Christensen, R. K., & Pandey, S. K. (2013). Measuring Public Service Motivation: Exploring the Equivalence of Existing Global Measures. International Public Management Journal, 16(2), 197-223.
Word, J., & Carpenter, H. (2013). The New Public Service? Applying the Public Service Motivation Model to Nonprofit Employees. Public Personnel Management, 42(3), 315-336.
Wei, X., Zhang, Z.-X., & Chen, X.-P. (2015). I will speak up if my voice is socially desirable: A moderated mediating process of promotive versus prohibitive voice. Journal of Applied Psychology, 100(5), 1641-1652.
Weiss, M., & Morrison, E. W. (2019). Speaking up and moving up: How voice can enhance employees' social status. Journal of Organizational Behavior, 40(1), 5-19.
Wu, F., & and Zhou, Q. (2024). How and when servant leadership fosters employee voice behavior: Evidence from Chinese local governments. International Public Management Journal, 27(5), 747-768.
Xu, G., Zeng, J., Wang, H., Qian, C., & Gu, X. (2022). How Transformational Leadership Motivates Employee Involvement: The Roles of Psychological Safety and Traditionality. Sage Open, 12(1), 21582440211069967.
Yu, Y.-T. (2010). Ambidexterity: The simultaneous pursuit of service and sales goals in retail banking (Doctoral dissertation, UNSW Sydney).
Yan, A., & Xiao, Y. (2016). Servant leadership and employee voice behavior: a cross-level investigation in China. SpringerPlus, 5(1), 1595.
Yukl, G. A., & Gardner, W. L. (2020). Leadership in organizations. Dublin, Ireland: Pearson Education, Inc. Conference.
Young, H. R., Glerum, D. R., Joseph, D. L., & McCord, M. A. (2021). A Meta-Analysis of Transactional Leadership and Follower Performance: Double-Edged Effects of LMX and Empowerment. Journal of Management, 47(5), 1255-1280.
Younas, A., Wang, D., Javed, B., & Haque, A. U. (2023). Inclusive leadership and voice behavior: The role of psychological empowerment. The Journal of Social Psychology, 163(2), 174-190.
Yang, Y., Wen, B., & Song, Y. (2026). A Moderated Mediation Model on the Relationship Among Public Service Motivation (PSM), Self-Efficacy, Job Satisfaction, and Readiness for Change. Review of Public Personnel Administration, 46(1), 160-189.
Zeb, A., Saeed, G., Ullah, H., & Rabi, F. (2015). Transformational and Transactional Leadership Styles and its Impact on the Performance of the Public Sector Organizations in Pakistan. Abasyn University Journal of Social Sciences, 8(1), 37-46.
Zhao, S., Zhang, P., Liu, H., & Huang, Q. (2025). The Impact of Public Service Motivation on Voice Behavior and the Moderating Role of Risk Preference: A Survey Among Grassroots Public Employees in China. Public Performance & Management Review, 1-26.
貳、中文部分
王議賢、周麗芳、李芸蘋、葉羿廷（2020）。建言行為與員工創新行為績效：一個探討促進型建言、抑制型建言、領導與部屬交換關係與員工創新行為績效的三階交互作用模型。人力資源管理學報，20（1），1-26。
朱素鑾（1996）。報酬與回饋對內在動機的影響。中華體育季刊，10（1），105-110。
朱鎮明（2019）。政策風險治理之初探：概念與架構〔論文發表〕。2019年台灣公共行政與公共事務系所聯合會年會暨國際學術研討會，5月，台中。
宋明哲（2001）。現代風險管理（第五版）。台北：五南。
杜梅明（2005）。風險承受度、組織氣候、激勵因素與組織承諾之相關性研究〔未出版碩士論文〕。國立中山大學。
李鴻文、吳佩璇（2010）。領導風格與組織承諾之關聯性研究。經營管理論叢，6（1），87-94。
李政勳（2010）。主管領導風格與員工工作後果之關聯性：以自我價值觀為調節變項〔未出版碩士論文〕。國立臺灣大學。
李雅玲（2013）。理財認知、風險承擔對理財滿意度之研究：探討中介效果與干擾效果之分析〔未出版碩士論文〕。樹德科技大學。
李佑強（2016）。領導型態、領導者與部屬交換關係對建言行為之研究－以部屬情緒智力為調節變項〔未出版碩士論文〕。銘傳大學。
李庭閣、費吳琛、嚴國晉、梁瓏嘉（2017）。轉換型領導如何提升員工創新行為？以競爭氣候、合作氣候、授權賦能觀點探討。人力資源管理學報，17（4），61-89。
李俊達（2020）。公共服務動機析論：兼論後年改時代提升公共服務動機之策略。文官制度季刊，12（2），57-87。
李庭閣、劉憲明、易維倫（2024）。唯有樂在其中，方有機會興利與除弊！工作形塑與建言行為之關聯性：心流經驗與轉換型領導的調節式中介模型。人力資源管理學報，24（2），1-28。
李俊達（2025）。公共服務「動機」之應用與實踐：職能理論的觀點。文官制度，17（2），75-98。
何瑞枝、蔡啟通（2018）。不當督導與員工建言行為：建言效能的中介與政治技能的調節效果。管理學報，35（3），2521-4306。
吳欣蓓、陸洛、顧家祈、張妤玥（2010）。轉換型領導行為、部屬工作壓力及主管滿意度的關聯－人格特質為調節變項。中華管理學報，11（2），1-30。
吳宗憲（2012）。台南市政府文官公共服務動機與工作滿意、工作努力意願之實證研究—以個人／組織配適度作為調節變項，公共行政學報（43），91-126。
吳依珊（2017）。真誠領導對員工建言行為的影響－以溝通滿意度為中介效果〔未出版碩士論文〕。國立臺灣師範大學。
林俊瑩（2010）。工作滿意度、組織承諾與離職意圖：中小學教師與其他職業之比較。教育實踐與研究，23（1），1-30。
林玉雯（2015）。公共服務動機量表與前導因子之實證研究〔未出版博士論文〕。國立暨南國際大學。
林守紀、周麗芳、任金剛、曾春榮（2017）。員工建言行為：回顧與未來。人力資源管理學報，17（1），1-33。
林宗弘、蕭新煌、許耿銘（2018）。邁向世界風險社會？台灣民眾的社會資本、風險感知與風險因應行為。調查研究－方法與應用，（40），127-166。
林俞君、陳敦源（2019）。公共服務動機可以被訓練嗎？以「價值性」課程談訓練公共服務動機的可能性〔論文發表〕。2019年台灣公共行政與公共事務系所聯合會年會暨國際學術研討會，5月，台中。
邱文智（2023）。公共服務動機對公務人員創新影響之研究：兼論情緒智力中介效果。行政暨政策學報，76，71-99。
周麗芳、任金剛、林守紀（2013）。轉型領導與建言行為：文化價值觀的關鍵角色。組織與管理，6（2），115-159。
紀乃文、石蕙菱、郭智涵（2015）。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。管理學報，32（1），43-68。
紀麗秋、鄧誠中、鄭明傑（2017）。領導行為、組織氣候與工作滿意度之研究：以地方民意機關為例。中國行政評論，23（1），34-59。
紀乃文、李學佳（2018）。員工為何建言？探討員工利社會動機與印象管理動機對建言行為的影響：求成型焦點、情感性組織承諾與公民行為壓力的干擾效。管理學報，35（1），1-25。
孫同文、許耿銘（2014）。橘淮為枳：公共服務動機指標適用性的分析。民主與治理，1（1），33-52。
倪鑫（2022）。不當督導、工作倦怠和建言行為之研究—以自我效能為干擾變數〔未出版碩士論文〕。靜宜大學。
許峻嘉（2017）。公部門人力資源管理實務之研究－地方薦任公務人員的初探性調查。東吳政治學報，35（2），207-270。
陳麗梅（2011）。股市投資人之風險承擔對投資決策因素之影響－以某證劵公司 高雄地區投資人為例〔未出版碩士論文〕。國立高雄應用科技大學。
陳重安、許成委（2016）。公共服務動機：回顧、反思與未來方向。公共行政學報，51，69-96。
陳懷傑、李弘暉、郭建志、程晟（2018）。道德領導與員工建言行為：情感信任與團隊成員關係衝突知覺的中介角色研究。人力資源管理學報，18（2），69- 97。
陳寬裕、王正華（2021）。論文統計分析實務: SPSS與AMOS的運用。台北：五南。
陳韻如（2021）。內在動機對公務人員建言行為的影響—以主管部屬交換關係、心理賦權為調節變項〔未出版碩士論文〕。國立暨南國際大學。
陳殷哲、張郁茹、朱惠瓊（2023）。建言行為之統合分析研究。管理研究學報，23，33-73。
陳殷哲、王佑欣、闕昌玉（2023）。轉換型領導之統合分析研究。中原企管評論，21（2），54-75。
陳頡輿（2023）。風險承受程度對風險認知與滿意度之影響—以理財機器人為例〔未出版碩士論文〕。淡江大學。
梁懷良、張榆昕（2023）。探討家長式領導與部屬建言行為間之關係—以主管部屬關係為中介效果。軍事社會科學專刊，23，81-100。
黃朝盟、謝雅芬（2016）。公共服務創新的過程與驅動力。人事月刊，369，70-75。
黃婉玲（2020）。我們想要什麼樣的文官？在考選制度中噤聲的公共服務動機。國家菁英季刊，13（1），1-20。
黃政勛、董祥開（2020）。選擇沈默還是發聲？影響公務員揭弊意願因素之實證研究。東吳政治學報，38（3），1-63。
游佳臻（2014）。員工建言行為回顧性研究。科技與人力教育季刊，1（2），20-32。
傅凱若、郭庭宇（2021）。公務人員為何沉默？公部門權力距離與員工沉默行為對工作滿意度之影響。文官制度，13（1），35-66。
楊濱燦（2005）。移轉型領導與交易型領導對組織公民行為影響效果之研究。管理科學研究，2（1）。1-15。
楊美玉、柯佑宗（2015）。人們為何勇於建言？建言自我效能與團隊建言行為的效果。臺大管理論叢，25（3），39-66。
葉嘉楠（2018）。地方首長領導成效之研究－以前新竹市長林政則為例。中華行政學報（22），39-60。
董祥開、楊庭安（2020）。從個人風險特質與組織激勵措施探討公務人員之創新行為－以計畫行為理論為分析架構。空大行政學報（34），1-40。
廖明坤、溫福星、唐美芝（2014）。內外控特質透過組織承諾對公共部門組織公民行為影響之跨層次研究：以轉換型領導風格為調節變數。中山管理評論，22（3），429-468。
劉娜婷、蔡秉義、陳淑貞、林育瑩（2016）。利社會動機、建言行為與LXM之關聯性分析：探討政治技巧的調節角色。人力資源管理學報，16（4），1-25。
蔡坤地（2014）。轉化型領導、交易型領導、動機觀點與組織公民行為關聯性之研究。勞資關係論叢，16（1），45-68。
賴鈺城、林義欽、張明宗（2011）。不同投資人對風險商品選擇之研究－以高雄縣市投資人為例。全球管理與經濟，7（2），73-95。
薛曉珊、李淑媛、辛炳隆、許聖章（2025）。青年世代工作價值觀與職場就業偏好之探討。台北：勞動部及職業安全衛生研究所。