企業的永續性發展與領導策略息息相關，組織處在一個時間、人力、財力資源有限的壓力，伴隨勞力型態多元化、跨文化溝通頻繁增加等狀況，比以往更容易面對多樣化卻相互衝突的難處，進而造成組織中的矛盾情況不斷地加劇。組織若要能維持長期效能，在急速變化的商業環境獲得成功，在各種矛盾目標要求下，領導團隊和個體能力將是其中之關鍵。 矛盾領導於近年領導管理學術領域已有眾多實證研究，對於組織績效提升、保持創新、適應高度不確定性新常態競爭環境，皆能帶來效用。其次，企業在追求創新達成績效的過程中，團隊和個人互不相融的要求帶來組織內雙元性衝突：既要能探索創新行為，如開發、試驗尋找新方案；又要能平衡傳統商業價值應用性，如改善、執行重組現有的知識能力。如何通過領導行為來平衡矛盾緊張，促進雙元性進而達成績效是本研究的主要動機。 本研究探討部屬的雙元行為在主管矛盾領導行為與工作績效間的中介效果，雙元行為本身具有一定程度的矛盾衝突性，不容易同時兼容，而矛盾式領導透過兼而有之的管理模式，透過矛盾思維整合，鼓勵部屬執行探索和開發式行為，運用工作程序安排、工作情境匹配，協助部屬平衡兼顧雙元行為；依此部屬雙元行為在矛盾領導行為與工作績效間可能扮演中介角色。 本研究透過兩階段主管與部屬配對方式蒐集問卷，研究發現部屬雙元行為在矛盾領導行為與部屬工作績效間，呈現完全正向中介效果。 ;The sustainable development of an enterprise is closely related to its leadership strategy. Organizations are often facing the extreme limited pressure of time, human resources, and financial resources. And with the diversification of labor types and the frequent proliferation of cross-cultural communication, it is easier than ever to face not only diversity but also mutual conflict difficulty, which intensifies the contradictions in the organization. The ability to lead teams and individuals is the key for any organization to maintain long-term performance and to succeed in a rapidly changing business environment under a variety of conflicting goals. Paradoxical leadership has been extensively studied in the academic field of leadership management in recent years. It has been proven useful for organizations to improve performance, maintain innovations, and adapt to the ever-changing competitive environment. In addition, in the process of pursuing innovation, it is inevitable that the incompatibility between teams and between team members would bring ambidextrous conflicts within the organization: in order to find new solutions, it is necessary to intensively explore innovative behaviors through developing and experimenting new ideas. Moreover, in order to balance traditional business value applicability, organizations need to constantly improving, implementing and reorganizing their existing knowledge capabilities. The motivation of this study is to explore how leadership behaviors solve conflict, balance tensions and enhance ambiguity to achieve organizations’ performance. This study explores the mediating effect of subordinates’ ambidextrous behavior between their job performance and their supervisors′ paradoxical leadership behaviors. Ambidextrous behaviors are categorized as contradictory and conflicting behaviors that are consider incompatible to team environments. The paradoxical leadership encourages subordinates to implement exploring and exploiting behaviors using the compatible management model and paradoxical mindset integration. It also assists subordinates to balance ambidextrous behaviors with work procedures arrangement and work situation matching. Therefore, theoretically, the ambidextrous behaviors from subordinates play a mediating role between paradoxical leadership behavior and job performance. In this study, two-stage distributed and paired-up questionnaires between supervisor and subordinate were collected. The result found that subordinates’ ambidextrous behavior presents a completely positive mediating effect between paradoxical leadership behavior and subordinates’ job performance.
