隨著近年外部環境變動快速，讓組織面對越加複雜、多元的外部需求，進而影響 組織內的運作以及決策，為了要讓組織得以在變動的環境中持續成長，領導者必須具 備滿足各方需求的能力，而矛盾領導行為能接受並且整合看似矛盾實則相互關聯的衝 突之能力，為直接影響到組織生存的重要因素。但是，自從張教授在 2015 年提出並定 義矛盾領導行為，往後的研究大多都僅使用單個中介變項來討論矛盾領導行為的影 響，而矛盾領導行為是高度複雜的，只使用單一變項將無法完整解釋其對於部屬的影 響；因此本研究以 285 份主管和部屬配對之樣本，探討矛盾領導是否會刺激部屬觀點 採取以及創新角色認同，最終提升部屬工作上的創新行為，以及複雜整合力在創新角 色認同以及創新行為間是否具有調節效果。研究結果表明，主管的矛盾領導行為不但 可以直接提升部屬的創新行為，也可以透過提升部屬觀點採取，進而提升其創新行 為，並且，部屬的創新角色認同在矛盾領導與創新行為間有中介效果。同時，部屬觀 點採取行為與創新角色認同在矛盾領導行為和創新行為間有序列中介效果。另外，在 創新角色認同至創新行為的正向影響當中，部屬的複雜整合力具有調節效果。;In order for an organization to continue to grow in this changing environment, leaders must meet the needs of all parties, and the ability to accept and integrate seemingly paradoxical but interrelated conflicts is an important parts that directly affects the survival of an organization. However, since Professor Chang proposed and defined paradoxical leadership behavior in 2015, most of the subsequent studies have only used a single mediating variable to discuss the impact of paradoxical leadership behavior, which is highly complex, and using only a single variable will not fully explain its impact on subordinates. Therefore, this study examined whether paradoxical leadership stimulates perspective Taking and creative role identity, and ultimately enhances innovative behaviors in the workplace, and whether integrative complexity moderates the relationship between creative role identity and innovative behaviors. The results showed that paradoxical leadership behaviors not only directly enhance the innovative behaviors, but also enhance the innovative behaviors by enhancing their perspective taking, and the creative role identity of subordinates mediates between paradoxical leadership and innovative behaviors. At the same time, the perspective taking and creative role identity of the subordinate have a sequential mediating effect between the paradoxical leadership behavior and the innovative behavior of the subordinate. In addition, the integrative complexity of the subordinates moderated the positive effect of creative role identity and innovative behavior .
