在當前組織擴張與變革頻繁的環境下，領導者面臨高度複雜與矛盾並存的管理挑戰。為回應此一趨勢，近年興起的「元悖論領導」（Meta-paradoxical Leadership）主張領導者應具備同時整合僕人式與權威式領導風格的能力，以兼顧員工關懷與目標導向。本研究旨在探討元悖論領導對於員工任務性績效之影響，並進一步檢驗員工的適應性績效是否在其中扮演中介角色。
本研究採取兩階段問卷設計，針對202組主管與部屬進行配對調查，涵蓋科技、製造、金融與服務等產業，透過多項式迴歸與反應曲面分析（Response Surface Analysis）進行假設驗證。研究結果發現，當主管同時展現高僕人式與高權威式領導特質時，確實能正向影響部屬之任務性績效，支持元悖論領導的效能。然而，適應性績效在此關係中所扮演之中介效果並不顯著，顯示其心理轉化歷程尚需進一步探究。
本研究理論上擴展了元悖論領導的情境應用與行為構面，並實證其與員工績效之關係，補足既有理論中介機制不足之貢獻；實務上則提供企業在推動組織變革與人力資源發展時，關於領導訓練與績效管理之策略參考。最後，本研究亦針對樣本產業限制與未來可行研究方向提出具體建議。

In the context of increasing organizational complexity and rapid change, leaders are often required to manage competing demands and contradictory expectations. Meta-paradoxical leadership, characterized by the simultaneous enactment of servant and authoritative leadership behaviors, has emerged as a promising approach to address such tensions. This study investigates the effect of meta-paradoxical leadership on employees’ task performance and examines the mediating role of adaptive performance.
A two-wave, multi-source survey was conducted with 202 matched supervisor-subordinate pairs across various industries in Taiwan. Using polynomial regression and response surface analysis, the findings indicate that when leaders demonstrate high levels of both servant and authoritative leadership, employees exhibit significantly higher task performance. However, the hypothesized mediating effect of adaptive performance was not statistically supported, suggesting that the internal psychological processes underlying this relationship require further exploration.
Theoretically, this study contributes to the leadership literature by extending the empirical validation of meta-paradoxical leadership and highlighting its contextual effectiveness. Practically, it provides guidance for organizations seeking to enhance employee performance under dynamic conditions by cultivating leaders capable of integrating care and control. Limitations and future research directions are also discussed.

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