關鍵字：悖論領導行為、悖論追隨行為、組織公民行為、 任務性績效、全觀思維;A Study on Paradoxical Followership Behavior， Organizational Citizenship Behavior， and Task Performance：A Test of the Moderated Mediation Effect of Holistic Thinking In a highly uncertain and rapidly changing business environment， employees frequently face dual and potentially conflicting expectations from both their organizations and supervisors. In recent years， paradox management research has gradually shifted from a traditional “leader-centric” perspective toward a focus on how “followers” proactively respond to and adapt to multiple demands， giving rise to the concept of “Paradoxical Followership Behavior”(PFB). The ability of subordinates to demonstrate proactive adaptation and integration within paradoxical contexts is increasingly recognized as a key factor in enhancing organizational effectiveness and corporate competitiveness. However， existing research has primarily focused on the direct relationship between PFB and Task Performance， leaving the internal processes through which such behavior translates into specific task performance under-explored. To fill this theoretical gap， this study explores the mediating mechanism of Organizational Citizenship Behavior (OCB) between PFB and Task Performance， and further examines the moderating role of Holistic Thinking to clarify the boundary conditions of this model. Based on role theory and social exchange theory， a two-wave， time-lagged survey with a one-month interval was conducted among enterprise employees in Taiwan. Data were collected using a supervisor-subordinate dyadic approach to reduce common method variance and establish a preliminary temporal relationship， yielding 179 valid paired samples. Hierarchical regression analysis and a moderated mediation model were employed to test the direct， mediating， and moderating effects. The empirical results indicate that Paradoxical Followership Behavior has a significant positive impact on task performance， with Organizational Citizenship Behavior playing a partial mediating role in this relationship. This suggests that the proactive coordination and integration behaviors exhibited by employees when facing paradoxical demands not only directly facilitate core task completion but also generate indirect synergistic effects by increasing extra-role contributions. However， the moderating effect of Holistic Thinking on the relationship between PFB and OCB did not reach statistical significance， and the overall moderated mediation model was not supported. This indicates that the positive influence of PFB is relatively universal and does not highly depend on complex individual cognitive traits. Beyond enriching the theoretical framework of paradox management and followership research， this study provides practical insights for enterprises regarding talent identification， performance enhancement， and talent cultivation. Future research is encouraged to incorporate contextual variables， such as organizational climate or leadership styles， to further expand the theoretical and practical applications of Paradoxical Followership Behavior.
