僕人式領導的特色是以部屬為中心，給予部屬充分授權與發展空間使其成長並促進其工作行為，然而組織對於創新的需求往往可能發生在快速的競爭環境中，其僕人式領導的影響未必能及時反映在部屬的創新行為產出上，適當給予壓力與控制可能加速創新的產生，故本研究選擇加入與僕人式領導近乎對立，且是華人文化較為熟知的領導風格—威權式領導，並嘗試根據Pearce等人（2019）提出的元悖論高階悖論的框架將僕人式領導與威權式領導組合成為元悖論領導，探討其對於員工創新行為的影響是否能透過元悖論產生互相強化的效果。

本研究採用多項式迴歸與反應曲面法，開創性地討論並分析當主管是否同時具備僕人式領導與威權式領導與否，或是僅採用上述單一領導風格時，這兩種迥異的領導風格將會對部屬的複雜整合利與創新行為帶來的影響為何。經回收並採用台灣本土企業共202 份主管—部屬配對問卷後，研究結果發現，當主管同時存在「僕人式—威權式」元悖論領導時，比起採用單一風格或完全不具備這兩種領導風格時，將能使其創新行為達到最佳的效果。若兩種風格皆不採用，則會使部屬有最低的創新行為效果，同時也發現複雜整合力會在「僕人式—威權式」元悖論領導與創新行為之間存在中介效果。最後，本研究也依據上述研究結果提出討論，並提供管理上、實務上與未來學術研究上的建議。

Servant leadership emphasizes empowering subordinates and fostering their growth, but its impact on innovation may lag in fast-paced, competitive environments. In contrast, applying pressure and control—as seen in authoritarian leadership—can accelerate innovation. This study integrates these two opposing styles, drawing on Pearce et al. (2019)'s paradoxical leadership framework, to examine whether their combination can synergistically enhance employee innovative behavior.

This study employs polynomial regression and response surface methodology to explore how supervisors’ use of both servant and authoritarian leadership styles—termed paradoxical leadership—affects subordinates’ integrative complexity and innovative behavior. Based on 202 supervisor-subordinate pairs from Taiwanese enterprises, results show that the combination of both styles leads to the highest innovative behavior, while the absence of both results in the lowest. Additionally, integrative complexity mediates the relationship between paradoxical leadership and innovation. Practical, managerial, and research implications are discussed.

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