隨著商業環境變動迅速且複雜度提升，組織領導者需同時平衡看似矛盾的需求，使得悖論領導成為一種關鍵的領導風格。本研究想探討悖論領導行為如何影響創造力，並檢視知識分享在此關係中的中介角色，以及員工開放性特質的調節作用。 本研究採用兩階段問卷設計，以177 份來自台灣企業的主管與部屬配對樣本進行實證分析。研究結果顯示：(1)主管的悖論領導行為與創造力呈顯著正相關 (2)知識分享在悖論領導與創造力之間扮演部分中介角色 (3)員工開放性對知識分享與創造力之間的關係具有顯著調節效果 (4) 員工開放性有調節式中介的效果，當員工開放性越高，悖論領導透過知識分享而對創造力的間接效果越強。反之，當員工開放性越低，悖論領導行為透過知識分享而對創造力的直接效果越強。 本研究不僅深化了悖論領導與創造力關係的理論理解，更突顯了知識分享及員工個體差異（特別是開放性）的重要性。研究結果為實務提供了具體指引，建議企業應培養領導者的悖論思維能力，建立開放的知識分享文化，並針對不同開放性特質的員工採取差異化的領導策略，以最大化組織的創新潛力。;Given the complex business environment, paradoxical leadership is crucial. This study investigated the influence of paradoxical leadership on employee creativity, exploring the mediating role of knowledge sharing and the moderating effect of employee openness to experience. Based on 177 supervisor-subordinate paired samples from Taiwanese enterprises, results indicated a positive relationship between paradoxical leadership and creativity. Knowledge sharingpartially mediated this link. Employee openness significantly moderated the relationship between knowledge sharing and creativity. Crucially, openness also moderated the indirect effect of paradoxical leadership on creativity via knowledge sharing: the indirect effect was stronger for high-openness employees, whereas a more direct influence was observed for those with low openness. This research deepens the theoretical understanding of paradoxical leadership′s mechanisms and provides practical guidance for fostering creativity through tailored leadership strategies and a robust knowledge-sharing culture.
