本研究結合「探索與開發行為之個人雙元性」與「矛盾領導行為」，探討當部屬同時展現探索與開發行為與展現單一行為，對其創新行為是否有程度上的差異，而同時展現個人雙元性，對創新行為之影響為何，同時加入矛盾領導行為為調節變項，深入分析當部屬展現個人雙元性或單一探索或開發行為，意欲提高創新行為時，若主管展現矛盾領導行為，是否能夠強化個人雙元性對於部屬本身創新行為的影響。本研究收集且分析211 份台商之主管與部屬配對問卷，其中有些部屬具備管理職，並使用多項式迴歸方程式與反應曲面分析圖，計算部屬個人雙元性之探索與開發行為展現一致與不一致的情況下，會如何影響部屬的創新行為程度。

研究結果發現，當部屬所展現之探索行為與開發行為趨於一致時，相較於兩者行為展現不一致時，有更高的創新行為表現；而當兩者呈現不一致時，部屬展現高探索行為比起部屬展現高開發行為，有更高的創新行為表現。最後也發現矛盾領導行為能夠增強部屬探索行為與開發行為對於創新行為之影響。

The research combines "individual ambidexterity of exploration and exploitation " and "paradoxical leadership behavior" to explore whether there is a difference in the degree of innovative behavior when subordinates simultaneously develop exploration and exploitation or display a single behavior and to investigate the impact of individual ambidexterity acting on innovative behavior was explored. Moreover, the researcher added paradoxical leadership behavior as a moderating variable to make an in-depth analysis of whether supervisors demonstrate contradictory leadership behaviors can strengthen the influence of individual ambidexterity on the innovative behavior of subordinates when subordinates display individual ambidexterity of exploration and exploitation or only display exploration or exploitation, intending to improve innovative behavior.

This researcher collected and analyzed 211 paired questionnaires between supervisors and subordinates of Taiwanese enterprises. Some of the subordinates also have managerial positions. Polynomial regression equations and response surface analysis graphs were used to calculate the consistency and inconsistency of subordinates’ exploration and exploitation to investigate how it affected the degree of innovative behavior of subordinates.

The results of the study showed that when the exploratory behavior and development behavior displayed by subordinates tend to be consistent, they have higher innovative behavior performance than when the two behaviors are inconsistent. Furthermore, the results demonstrated that when the two are inconsistent, subordinates exhibiting high exploratory behavior have higher innovative behavior than subordinates exhibiting high development behavior. Finally, it was found that paradoxical leadership behavior could enhance the influence of subordinate exploration and exploitation on innovation behavior.

李俊華，张春彩(2021)。雙元領導、员工雙元行為與企業創新绩效—员工主動性人格的調節作用。河南師範大學，企業與區域發展研究中心。
林文政(2019)。成為最佳矛盾領導人。哈佛商業評論https://www.hbrtaiwan.com/article_content_AR0008639.html.
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