本研究試圖探討轉換型領導(transformational leadership)對員工主動工作行為(proactive work behavior)的影響，並進一步探討轉換型領導是否能經由員工對主管的信任來進一步影響員工主動工作行為。此外，本研究也試圖探討，領導-部屬交換關係是否能夠調節轉換型領導與員工對主管的信任之間的關係。
本研究以台灣本土的公司做為主要的研究對象。總計發放200份問卷，回收有效樣本為179份，有效樣本回收率約為89.5%。並透過層級迴歸分析對本研究所提出之假設進行驗證，實證結果如下：
(一)員工所認知到主管的轉換型領導程度愈高時，員工對主管的信任愈高。
(二)員工對主管的信任程度愈高時，員工主動工作行為會增加。
(三)員工對主管的信任在轉換型領導與員工主動工作行之間，不具中介效果。
(四)領導-部屬交換關係在轉換型領導與員工對主管的信任之間，不具調節效果。
本研究之研究貢獻分述如下。首先，本研究將員工主動工作行為作為研究變數，以探討轉換型領導與員工主動工作行為之關係。再者，本研究探討了信任對轉換型領導與員工主動工作行為之中介效果。最後，本研究探討了領導-部屬交換關係對轉換型領導與信任之調節效果，以做為後續研究之參考。

The propose of this research is to investigate how transformational leadership influences employee’s proactive work behavior in organization. Meanwhile, this study also wants to investigate the impact of trust in leader on employee’s work behavior. Moreover, this study also explores the mediating effect of trust in leader to the relationship between transformational leadership and employee’s proactive work behavior. Furthermore, this study also explores if leader-member exchange moderates the positive relationship between transformational leadership and trust in leader. The research is performed through the questionnaires survey to Taiwan’s local company. We have sent 200 questionnaires and a total of 179 valid questionnaires are returned. The final response rate is 89.5%. We use hierarchical regression analysis to verify all hypotheses. Our findings can be summarized as following: First, the higher degree for leader to perform transformational leadership, the more likely employee’s trust in leader would increase. Second, if employees increase their trust in leader, they are more likely to perform proactive work behavior. Third, trust in leader will not mediate the relationship between transformational leadership and proactive work behavior. Finally, leader-member exchange will not moderate the relationship between transformational leadership and trust in leader.

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