本研究採用階層迴歸分析，主要的研究結果如下： - 主管的轉換型領導風格對部屬的脈絡型績效有正向顯著的影響，且部屬的矛盾追隨行為對兩者具有完全中介效果。 - 主管的交易型領導風格對部屬的脈絡型績效有正向顯著的影響，且部屬的矛盾追隨行為對兩者具有部分中介效果。 - 主管的轉換型領導風格對部屬的矛盾追隨行為有正向顯著的影響。 - 主管的交易型領導風格對部屬的矛盾追隨行為有正向顯著的影響。 - 部屬的矛盾追隨行為對其脈絡型績效有正向顯著的影響。 將研究結果使用在人力資源管理的措施上，在選才及晉升制度及教育訓練規畫上，強化矛盾追隨力的辨識及內化，必能使組織氛圍協和及利益最佳化。 ;With the changes of the global environment, intensified contradictions are becoming more frequent. Previous studies have mostly focused on leaders′ leadership styles. This study believes that followers′ attitudes are also important. The concept of a paradox is derived from the theory of Yin and Yang in Chinese culture, that states a connection of two opposite principles in nature and human affairs, including heaven and earth, day and night, and so on. They are not only opposite but depend on each other. In organization, leadership and followership, it seems to be that opposites must also rely on each other. This study mainly discusses the relationship between the four factors of transformational leadership, the two factors of transactional leadership and the contextual performance, with paradoxical followership behavior serving as a mediator. The research results are supported by reliability analysis, correlation and regression analysis. The critical findings of this thesis are as following： - Both transformational leadership and transactional leadership have a significantly more positive effect on contextual performance. - Both transformational leadership and transactional leadership have a significantly more positive effect on paradoxical followership behavior. - Paradoxical followership behavior has a significantly more positive effect on contextual performance behavior. - Paradoxical followership behavior serves as the full mediator between transformational leadership and contextual performance. - Paradoxical followership behavior serves as the partial mediator between transformational leadership and contextual performance. Results may be used in the measurement of human resource management, in things such as talent selection and internal promotion system, as well as for employee training activities. Identification and internalization of the paradoxical followership behavior will be strengthened, which will create an organizational atmosphere of harmony and maximize the influence of contextual performance behavior.
