全球疫情肆虐加速了科技創新，也帶來社會與工作模式的巨大變革。我們身處在知識爆炸的漩渦中茫然無助，個人、團隊、組織層面都面臨前所未有的壓力與挑戰。我們需要安定的力量和有效領導力平撫我們躁動的心突破困境。近年來，國內外企業醜聞和自負決策的失敗案例層出不窮；隨著正向心理學 (Positive Psychology) 興起，謙遜領導風格格外受到學界和業界廣泛關注，希望藉由謙遜個人美德 (Inner Virtue) 啟發領導者潛力。現實中我們對謙遜既熟悉又陌生；在華人文化中，謙遜既是公民道德重要的一課，又潛藏負面的貶低自我等意涵。本研究基於資源保存理論 (Conservation of Resource Theory)，主要探討謙遜領導如何促進員工能量資源轉換、並提升員工自發性行為背後的動態機制。
本研究收集台灣製造業和金融服務業為主共326份主管-成員的配對問卷數據，運用多層次 (Multilevel) 驗證性因素分析 (Confirmatory Factor Analysis, CFA) 和迴歸分析進行實證研究。研究結果顯示，謙遜型領導者能與部屬建立緊密信任關係，促進雙方資源共享與交流 (Resource Crossover) ；在這動態資源循環中，不僅有效激發部屬關係能量，促使她/他們投入更多時間與資源於工作中，並發展有助於組織運作的自發性公民行為；在團隊中，部屬對領導者謙遜行為共識越高，團隊層級的部屬關係能量亦會相應增強。最後，本研究探討研究貢獻和局限性，提出相關學術理論與實務建議，以利在職場中推廣謙遜領導概念、活化團隊內部成長思維和共創資源分享，冀望培養更多團隊「能量者」(Energizers) 和未來謙遜領導者，攜手應對瞬息萬變的外部挑戰。

The global pandemic has accelerated technological innovation and resulted in significant changes in social and work patterns. This poses significant challenges for individuals, teams, and organizations, requiring them to learn new knowledge, unleash employee innovation, and adapt to external turbulence in a much shorter time frame. We need effective leadership to overcome these challenges while considering how contemporary leadership could maintain its vitality and flexibility. In recent years, with the proliferation of corporate scandals and the failure of overconfident decision-making, humble leadership has attracted more attention in academia and industry as part of the wave of positive psychology. Humility is a key personal virtue and social value promoted in the East and West. Although humility is an important part of civic morality in Chinese culture, it also carries negative connotations of self-abasement, self-humiliation and low self-esteem. This study aims to explore, from the perspective of Conservation of Resource (COR) Theory, the dynamic mechanism by which humble leadership promotes the conversion of subordinates' energy resources, enhances their job engagement, and fosters organizational citizenship behavior (OCB).
The study collected 326 paired questionnaires from leaders and their subordinates mainly from the manufacturing and financial services sectors in Taiwan, employing multilevel confirmatory factor analysis (CFA) and regression analysis. The results show that when leaders express humility effectively, members would receive greater relational energy in the process of interaction and resource crossover, enhancing job engagement and organizational citizenship behaviors among subordinates. In teams, the higher the climate strength of the perception of the leader's expressed humility shared by the team members, the stronger the team's relational energy responded. Finally, the discussion of research contributions and limitations provides theoretical and practical implications. It is hoped that the concept of humble leadership could prosper in the workplace, revitalizing team flexibility to tackle external challenges and cultivating more "energizers" in the future.

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