主管悖論思維之期待與感知一致性對部屬績效之影響-內隱領導理論的觀點;The Impact of Expectation–Perception Consistency in Supervisors’ Paradoxical Thinking on Subordinates’ Performance: An Implicit Leadership Theory Perspective

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Title:	主管悖論思維之期待與感知一致性對部屬績效之影響-內隱領導理論的觀點;The Impact of Expectation–Perception Consistency in Supervisors’ Paradoxical Thinking on Subordinates’ Performance: An Implicit Leadership Theory Perspective
Authors:	陳咨宇;Chen, Tzu-Yu
Contributors:	人力資源管理研究所
Keywords:	內隱領導理論;悖論思維;經驗開放性;領導成員交換關係;任務性績效;implicit leadership theory;paradoxical mindset;openness to experience;leader-member exchange;task performance
Date:	2026-02-03
Issue Date:	2026-03-06 18:13:44 (UTC+8)
Publisher:	國立中央大學
Abstract:	在當今多變且充滿不確定性的組織環境中，管理者常面臨目標衝突、資源有限與多元利害關係人之間的張力，這些情境促使領導者必須同時擁抱並整合對立的需求與觀點，擁有悖論思維已成為達成長期績效與持續創新的重要關鍵。而悖論領導作為一種兼容並蓄的領導方式，雖被證實能有效因應複雜挑戰，但其實際效果往往取決於部屬的認知與接受程度。本研究以內隱領導理論為基礎，聚焦於部屬對主管悖論思維的期待與感知一致性，並探討此一致性對領導成員交換關係及部屬任務性績效的影響，再進一步檢視經驗開放性的調節效果。本研究以主管與部屬配對的方式，透過兩階段問卷調查，並回收 190 份有效問卷。研究結果發現，部屬對主管悖論思維期待與感知一致性會正向影響其任務性績效；然而，領導成員交換關係在其中並未展現中介效果。此外，經驗開放性在部屬對主管悖論思維期待與感知一致性，透過領導成員交換關係，進而影響員工任務性績效的過程中具有顯著調節式中介效果。;In today’s dynamic and uncertain organizational environment, managers frequently encounter tensions arising from conflicting goals, limited resources, and the demands of multiple stakeholders. These challenges require leaders to simultaneously embrace and integrate opposing needs and perspectives. Possessing paradoxical thinking has thus become a critical capability for achieving long-term performance and sustained innovation. While paradoxical leadership—an inclusive and integrative leadership style—has been shown to address complex challenges effectively, its actual effectiveness often depends on subordinates’ perceptions and levels of acceptance. Grounded in implicit leadership theory, this study investigates the alignment between subordinates’ expectations and perceptions of their supervisors’ paradoxical thinking and examines how this alignment affects leader-member exchange and subordinates’ task performance. Furthermore, this study explores the moderating effect of openness to experience in this process. A two-wave survey was conducted using paired responses from supervisors and subordinates, yielding 190 valid dyads. The results indicate that the consistency between subordinates’ expectations and perceptions of their supervisors’ paradoxical thinking positively influences their task performance. However, leader-member exchange does not mediate this relationship. Moreover, openness to experience moderates the indirect effect of expectation-perception consistency on task performance via leader-member exchange, demonstrating a significant moderated mediation effect.
Appears in Collections:	[Graduate Institute of Human Resource Management ] Electronic Thesis & Dissertation

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