隨著全球商業環境日益複雜且充滿不確定性，組織中的悖論與張力已成為新常態，因此在高度動態競爭環境中，領導者採取兼此且彼的悖論領導行為以平衡相互衝突之需求，並激發部屬展現超越正式職責的組織公民行為，以維持企業長遠競爭優勢。然而，悖論領導本身蘊含對立與張力，其究竟是幫助部屬累積心理資源，抑或造成資源耗損，本研究以工作要求－資源模式作為核心框架，探討其對於組織公民行為的雙面刃效應，分別以韌性與工作壓力作為資源增益與健康受損路徑之中介變項，同時納入悖論心態作為調節變項。 本研究以台灣企業之員工為研究對象，採取主管與直屬部屬配對填答方式，以兩階段問卷發放進行調查，最終回收179份有效配對樣本。研究結果顯示，在資源增益路徑中，韌性具顯著中介效果，悖論心態調節效果與調節式中介效果未成立；在健康受損路徑中，工作壓力中介效果未成立，悖論心態具顯著負向調節效果與調節式中介效果，能有效削弱工作壓力帶來的負面影響。管理上，本研究建議將悖論心態納入選才與培訓指標，並落實資源支持與減壓並重策略，以強化員工的動態適應力與競爭優勢。;As the global business environment becomes increasingly complex and uncertain， paradoxes and tensions within organizations have become the new normal. In response， leaders are expected to adopt paradoxical leadership behaviors that embrace both/and approaches to balance conflicting demands and encourage subordinates to exhibit organizational citizenship behavior beyond their formal job responsibilities， thereby sustaining firms’ long-term competitive advantage. However， paradoxical leadership may function as a double-edged sword by either enhancing or depleting employees’ psychological resources. Drawing on the Job Demands–Resources model as the core framework， this study examines the double-edged effects of paradoxical leadership on organizational citizenship behavior with resilience and job stress as mediators of the resource gain and health impairment paths， respectively， and paradox mindset as a moderator. This study targets employees in Taiwanese enterprises and adopts a supervisor–subordinate matched-pair design with a two-wave questionnaire survey. A total of 179 valid matched samples were collected. The results indicate that， in the resource gain path， resilience has a significant mediating effect， whereas the moderating effect and moderated mediation effect of paradox mindset are not supported. In the health impairment path， the mediating effect of job stress is not supported， while paradox mindset shows a significant negative moderating effect and a significant moderated mediation effect， effectively weakening the negative impact of job stress. Managerially， organizations should incorporate paradox mindset into selection and training while balancing resource support and stress reduction to enhance employees’ adaptability and competitive advantage.
