隨著組織環境全球化、動態性且步調快速，矛盾的概念越顯加增 (Smith & Lewis, 2011)，領導者必須面對許多矛盾情境，故此，越來越多關於矛盾領導行為的研究產生。本研究延伸自Zhang, Waldman, Han, and Li (2015)，針對矛盾領導行為與部屬工作角色行為之關聯性，並透過探討矛盾領導行為與部屬工作角色行為關聯性及其中介機制，以補足過去研究缺口。
本研究於台灣企業展開，透過兩階段的問卷發放，共收集669份主管與部屬有效配對問卷，並以結構方程式進行驗證。
研究結果顯示，矛盾思維及模糊容忍度對矛盾領導行為與部屬適應行為及部屬主動行為關聯性，具完全中介效果。

As the organizational environment becomes global, dynamic and fast-paced, the idea of a paradox is intensified (Smith & Lewis, 2011). Leaders must face many paradoxical situations. As a result, an increasing number of research studies on paradoxical leadership behavior has been addressed. This study aims to extend the research from Zhang, Waldman, Han, and Li (2015) on the relationship between paradoxical leadership behavior and work role performance of the subordinates and to fill in the research gap by exploring the mediating mechanisms between paradoxical leadership behavior and subordinates’ work role behaviors.
Through two-phase questionnaires distributed among Taiwan enterprises, 669 paired-up valid samples from leaders and subordinates were collected and tested via the structural equation model.
The results from this research revealed that paradox mindset and tolerance for ambiguity had complete meditated effect between paradoxical leadership behavior and subordinate’s adaptive behavior and proactive behavior.

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