隨著全球經濟的迅速發展與競爭環境的高度不確定性，組織中悖論現象的管理議題層出不窮，這些悖論現象造成的緊張關係雖然可能為組織帶來破壞和損害，卻也可能產生創新的契機；而悖論理論則提供了領導者處理組織緊張關係與壓力的有效方式。悖論領導行為是一種透過兼容並蓄的概念，同時滿足組織需求和員工需求的悖論整合思考模式。這種看待問題的角度及解決問題的領導風格，發揮了將悖論現象整合的效果，有助於更妥善地處理組織中的矛盾衝突現象。本研究以工作需求與資源理論與社會認知理論為基礎，探討主管的悖論領導行為與員工創新行為的關係，並檢視創造性自我效能與尋求主管回饋行為的序列中介效果，以及觀點取替的調節效果。本研究採取主管與部屬配對的方式進行兩階段問卷調查，共回收337份有效問卷。研究結果發現悖論領導行為會正向影響員工創新行為；而且創造性自我效能與尋求主管回饋在主管悖論領導行為與員工創新行為之間有序列中介效果；此外，觀點取替在悖論領導行為，透過創造性自我效能和尋求主管回饋行為，進而影響員工創新行為的過程中有調節式中介效果。本研究之理論貢獻與管理意涵亦在論文最後提出討論。;The rapid development of the global economy and the highly uncertain competitive environment have led to the continual challenge of managing paradoxical phenomena in organizations. While these paradoxes may result in destruction and damage to the organization, they can also generate opportunities for innovation. Paradox theory provides an effective framework for leaders to navigate organizational tensions and pressures. Paradoxical leadership behavior is a paradoxical and integrated way of thinking that meets both the needs of the organization and the employees through inclusion. This perspective and problem-solving of leadership has the effect of integrating paradoxical phenomena, which can help to better deal with conflict in the organization. This study examines the relationship between supervisors′ paradoxical leadership behaviors and employees′ innovative behaviors, based on job demands and resources theory and social cognitive theory. It also examines the serial mediating effects of creative self-efficacy and supervisor feedback seeking, as well as the moderating effects of perspective taking. A two-stage questionnaire survey was conducted in which supervisors were matched with their subordinates, and 337 valid questionnaires were collected. The results of this study demonstrated that paradoxical leadership behavior has a positive effect on employees′ innovative behaviors. Furthermore, creative self-efficacy and supervisor feedback seeking have a serial mediating effect between supervisors′ paradoxical leadership behavior and employees′ innovative behaviors. Additionally, perspective taking has a moderate mediating effect on paradoxical leadership behavior through creative self-efficacy and supervisor feedback seeking behaviors, and subsequently affects employees′ innovative behaviors. The theoretical contributions and managerial implications of this study are discussed in detail at the end of the paper.
