隨著全球化與多元文化的交互影響，越來越多組織推動多元、公平與共融 (DEI) 政策，以吸引並留任多樣化人才。然而，實際執行上，企業與員工對DEI 的期望常存在落差，尤其是在工作模式、領導力與身心健康平衡上。為解決此問 題，共融性領導逐漸受到重視。故本研究探討共融性領導如何透過心理韌性促進 員工建言行為，並進一步檢驗知覺組織圈內人對共融領導與心理韌性的調節效果， 期望為企業提供強化DEI與領導力發展的實務建議。 本研究以「與直屬主管共事半年含以上的企業員工」為研究對象， 採取線上 問卷形式進行資料蒐集，回收 307 份有效問卷。研究結果顯示，(1) 共融性領導 對員工心理韌性具有顯著正向影響。(2) 共融性領導會顯著正向影響員工的建言 行為。(3) 心理韌性會顯著正向影響員工的建言行為。(4) 心理韌性在共融性領導 與員工建言行為之間具有中介作用。(5) 知覺組織圈內人在共融領導與心理韌性 之間不具有調節作用。因此，本研究將基於這些研究發現，提出相應的實務意涵 與建議，旨在強化組織中共融領導的實踐，進一步促進員工提出建言。;Amid the increasing influence of globalization and multicultural interactions， organizations are increasingly implementing Diversity， Equity， and Inclusion (DEI) policies to attract and retain a diverse workforce. However， a significant gap often exists between employees′ expectations of DEI initiatives and their actual implementation， particularly in areas such as work arrangements， leadership effectiveness， and work-life balance. In response to these challenges， inclusive leadership has gained prominence as an effective approach to bridging these gaps. This study aims to investigate how inclusive leadership fosters employee voice behavior through the mediating role of psychological resilience and further examines the moderating effect of perceived insider status on the relationship between inclusive leadership and psychological resilience. The findings of this study are expected to provide practical recommendations for organizations seeking to enhance DEI practices and leadership development. This study targeted employees who had worked with their direct supervisors for at least six months， employing an online questionnaire to collect data， resulting in 307 valid responses. The results indicate that (1) inclusive leadership has a significant positive impact on employees′ psychological resilience， (2) inclusive leadership significantly enhances employee voice behavior， (3) psychological resilience positively influences employee voice behavior， (4) psychological resilience mediates the relationship between inclusive leadership and employee voice behavior， and (5) perceived insider status does not moderate the relationship between inclusive leadership and psychological resilience. Based on these findings， this study provides practical implications and recommendations to strengthen the practice of inclusive leadership within organizations， ultimately fostering employee voice behavior.
