近年來，隨著組織環境中的快速變動與激烈競爭，企業除了重視員工績效表現之外，也愈加關注員工是否願意主動提出建設性意見，以及是否願意持續學習與成長。建言行為與學習行為被視為提升組織創新能力、知識累積與長期競爭優勢的重要基礎。然而，無論是提出建議、挑戰現有作法，或嘗試新的工作方式，都伴隨著一定程度的人際風險，因此員工是否願意展現此類主動行為，往往受到主管領導特質與方式的影響。 本研究主要探討主管正向心理特質與賦權領導如何影響員工建言行為與學習行為，並進一步分析心理安全感在其中所扮演的中介角色。當主管展現正向心理品質，並透過授權、支持及鼓勵參與的方式與員工互動時，較容易建立支持性工作氛圍，使員工感受到較高程度的心理安全感。當員工相信表達意見、承認錯誤或嘗試新方法不會帶來負面後果時，便更願意投入建言與學習等主動性行為。 本研究以具有工作經驗之在職員工作為研究對象，透過網路問卷方式蒐集資料，共取得250份有效樣本，並使用JASP進行各項分析，以檢驗各研究變數之間的關係。 本研究整合主管正向心理特質、賦權領導與員工主動行為之間的理論基礎，並進一步強化理解心理安全感在其中扮演的關鍵角色。同時，本研究亦建議企業應建立開放與支持性的組織文化，重視主管賦權能力與心理安全氛圍之建構，以提升員工主動發聲與持續學習意願，進而增強組織競爭力與長期發展能力。;In recent years， organizations have faced rapid changes and strong competition. As a result， companies not only focus on employee performance but also pay more attention to whether employees are willing to share ideas and continue learning and improving themselves. Voice behavior and learning behavior are important for organizational innovation， knowledge growth， and long-term success. However， giving suggestions， challenging existing practices， and trying new ways of working often involve interpersonal risks. Therefore， employees’ willingness to show these proactive behaviors is often influenced by their supervisors and leadership styles. This study explores how supervisors’ positive psychological qualities and empowering leadership affect employees’ voice behavior and learning behavior. It also examines the mediating role of psychological safety. When supervisors show positive attitudes and interact with employees through support， empowerment， and participation， they are more likely to create a supportive work environment and increase employees’ psychological safety. When employees feel safe expressing opinions， admitting mistakes， or trying new ideas， they become more willing to speak up and engage in learning behaviors. This study collected data from full-time employees with work experience through online questionnaires. A total of 250 valid responses were obtained， and JASP was used to analyze the relationships among the research variables. This study combines theories related to supervisors’ positive psychological qualities， empowering leadership， and employee proactive behaviors， and highlights the important role of psychological safety. The findings also suggest that organizations should create an open and supportive culture， strengthen empowering leadership， and build a psychologically safe work environment. These efforts can encourage employees to speak up， continue learning， and improve long-term organizational development.
