隨著環境競爭加劇，現代的企業更需要員工具備創新的能力，然而在工作複雜度增加的不利條件下，激發員工創新變得更具挑戰性。本研究基於社會認知理論與矛盾理論，將創新視作一個涉及不同目標與需求間緊張關係的過程，這些緊張關係會因為工作複雜度增加而變得突出，我們的研究表明，學習如何建設性地應對這些緊張關係對於培養創新能力至關重要，而矛盾領導行為可以在這些具有挑戰性的情境下引導部屬，提升部屬的創造性自我效能並促進創新行為。本研究收集298對部屬和主管的配對問卷，透過統計分析檢視了不同組合下的情境，得到了以下研究結果： 當部屬具有高的觀點採取能力，能夠理解與接納矛盾型領導者的複雜和矛盾行為時，矛盾領導行為才能促進創造性自我效能和部屬的創新行為，同時，我們還發現當工作複雜度和觀點採取都很高時，通過創造性自我效能，矛盾領導行為對於促進部屬創新行為的效果最佳。然而，當工作複雜度低，或者當工作複雜度高但觀點採取低時，矛盾領導行為對於促進創造性自我效能和創新行為的效果較差。 ;With increasing competition in the business environment, modern organizations require employees who possess innovative capabilities. However, motivating innovation becomes more challenging under unfavorable conditions such as increased job complexity. This study integrates social cognitive theory and paradox theory to conceptualize innovation as a process involving tensions among different goals and demands, which become more salient as task complexity increases. Our research suggests that learning to constructively manage these salient tensions is crucial for fostering innovation, and paradoxical leader behavior (PLB) can guide employees and enhance their creative self-efficacy (CSE), ultimately promoting innovative behaviors.
After collecting data from 298 employee-supervisor pairs, we conducted statistical analyses to examine the contextual effects of different combinations. Findings indicate that PLB promotes CSE and employee innovation if employees have a high level of perspective-taking ability to understand and accept the complex and contradictory behaviors of their leaders. Furthermore, we found that when both task complexity and perspective-taking are high, PLB is most effective in promoting employee innovation through CSE. However, when task complexity is low or when task complexity is high but perspective-taking is low, the effectiveness of PLB in fostering CSE and innovation is reduced.
