科技快速發展、全球競爭加劇，商業環境變得越來越動態、複雜、模糊，更緊密連結，也更難以預測。領導者可能面臨越來越多的矛盾，或者看似矛盾的需求。近年來，矛盾的領導行為越來越受到研究者的關注。本研究基於社會學習理論、主管和部屬交換理論，提出矛盾的領導行為會影響主管和部屬交換關係，進而影響部屬的工作績效；而部屬的尋求回饋行為，會影響矛盾領導行為透過主管部屬交換關係對工作績效的影響程度。因此，本研究以企業主管和部屬作為研究對象，採主管和部屬配對的方式，進行兩階段的問卷調查，對台灣地區的企業發放紙本或電子線上問卷，共回收335份主管和部屬有效配對樣本。以「矛盾領導行為」為自變項，「主管部屬交換關係」為中介變項，部屬的「工作績效」為依變項，以及部屬的「尋求回饋行為」為調節變項，進行研究分析。 研究結果得到以下結論：(1)矛盾領導行為與部屬工作績效有正向關聯；(2)主管部屬交換關係在矛盾領導行為與部屬工作績效間具有部份中介效果；(3)部屬尋求回饋行為在主管部屬交換關係與工作績效間具有調節效果。當部屬展現尋求回饋行為越強，主管部屬交換關係與工作績效間的正向關係會越強；(4)部屬尋求回饋行為會調節矛盾領導行為透過主管部屬交換關係影響工作績效的正向中介效果。當部屬展現較強的尋求回饋行為，矛盾領導行為透過主管部屬交換關係而影響部屬工作績效的正向中介效果會較強。;With rapid technological advancements and intensified global competition, the business environment has become increasingly dynamic, complex, ambiguous, interconnected, and difficult to predict. Leaders may face more and more contradictions or seemingly conflicting demands. In recent years, paradoxical leadership behavior has received increasing attention from researchers. Based on social learning theory and the theory of leader-member exchange, this study proposes that paradoxical leadership behavior impacts the leader-member exchange, which in turn affects subordinate’s job performance. Furthermore, subordinate’s feedback seeking behavior moderates the paradoxical leadership behavior on job performance through the leader-member exchange. Therefore, this study focuses on supervisors and subordinates in organizations as research subjects, using a paired survey approach and conducting a two-stage questionnaire survey. A total of 335 valid supervisor-subordinate matched samples were collected through paper or online questionnaires distributed to companies in Taiwan. The research was conducted using the "paradoxical leadership behavior" as the independent variable, the "leader-member exchange" as the mediating variable, "job performance" as the dependent variable, and "feedback-seeking behavior" as the moderating variable. The findings of the study draw the following conclusions: (1) Paradoxical leadership behavior is positively correlated with subordinate’s job performance; (2) Leader-member exchange partially mediates the relationship between paradoxical leadership behavior and subordinate’s job performance; (3) Subordinate’s feedback-seeking behavior moderates the relationship between leader-member exchange and job performance. The stronger the subordinate′s feedback-seeking behavior, the more positive the relationship between leader-member exchange and job performance; (4) Subordinate’s feedback-seeking behavior moderates the positive mediating effect of leader-member exchange on the relationship between paradoxical leadership behavior and job performance. When subordinates exhibit stronger feedback seeking behavior, the positive mediation effect of paradoxical leadership behavior on job performance is stronger.
