在組織中，主管的情緒扮演相當重要的角色，當互動雙方擁有不對等的地位或權力關係時，權力大者的情緒表達會對另一方造成較大的影響力。在華人社會文化下，常見主管使用負向情緒作為一種管理策略。因此，本研究以「情緒作為社會資訊模式」（EASI模式）為基礎，探究主管負向情緒表達是如何對員工的建言行為造成影響，並且探討員工情緒智商對主管負向情緒表達與員工建言的干擾效果。
研究以配對問卷方式，抽樣調查跨產業公司的主管與員工，總計22家公司，42位主管配對196位員工。研究結果發現：主管負向情緒表達會抑制員工促進性建言，然而，對於員工的預防性建言卻沒有顯著影響；情緒智商對於主管負向情緒表達與員工促進性建言有負干擾的效果產生：高情緒智商，會加劇主管負向情緒表達對員工促進性建言的負向影響。
本研究根據研究結果，提出下列建議：（一）主管應避免使用負向情緒管理，以避免扼殺員工建言行為。（二）創造主管展現負向情緒以外的管道鼓勵員工預防性建言。(三)對於情緒智商高的員工，主管應避免使用負向情緒的管理方式

Emotion plays an important role in the organization. Each group member’s emotions will influence each other during their interaction, and usually supervisors or leaders’ emotions will have bigger impact on others due to their power. The research explore how supervisor’s negative emotional expressions influences employees’ voice behavior through EASI model, and use employees’ Emotional Intelligent as moderator.
The research surveyed 42 supervisors and 196 employees from 22 companies. The result find out that leader’s negative emotional expressions has a significant negative impact on employees’ promotive voice behavior but doesn’t have a significant impact on prohibitive voice behavior. In addition, Emotional intelligence has a significant negative moderate effect on the relationship between leaders’ negative emotional expression and employees’ promotive voice behavior, but Emotional intelligence has no significant mediate effect on on the relationship between leaders’ negative emotional expression and employees’ prohibitive voice behavior.
Therefore, the research provides three suggestions. Fist, leaders should avoid using negative emotional expression as their managerial ways, or these negative emotional expression will suppress employees’ promotive voice behavior. Second, companies should create ways to encourage employees’ prohibitive voice rather than counting on leaders’ negative emotional expression. Third, leaders should avoid using negative emotional expression for employees with high emotional intelligence.

目錄
摘要 ii
Abstract iii
第一章 緒論 1
第一節 研究動機與背景 1
第二節 研究目的 2
第二章 文獻探討 3
第一節 主管負向情緒表達對員工建言行為影響 3
第二節 情緒作為社會資訊模式─主管負向情緒對於員工建言行為的影響 9
第三節 情緒智商(EI)的干擾效果 12
第三章 研究方法 20
第一節 研究架構與假設 20
第二節 研究樣本 21
第三節 測量變項 23
第四章 研究結果 25
第一節 敘述性統計與變數間分析 25
第二節 研究假設驗證 26
第五章 討論與建議 30
第一節 研究發現與討論 30
第二節 理論貢獻與實務意涵 33
第三節 研究限制與未來建議 35
參考文獻 37

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