隨著競爭環境日益激烈，企業需面臨越來越多經營策略上矛盾兩難的問題，領導者與追隨者也就必須面對這種矛盾的工作要求，以提升組織競爭力與永續發展。然而過去的研究多侷限在矛盾領導者或矛盾追隨者單一方面領域的相關議題研究，鮮少有對領導者與追隨者彼此矛盾行為的展現有何關聯，以及對追隨者的工作行為表現又有何影響的議題作深入探討。 本研究旨在延伸矛盾領導行為與矛盾追隨行為的相關研究，亦根據社會學習理論，探討矛盾領導行為是否影響部屬整合性思維、部屬複雜整合力及部屬矛盾思維等認知思維層面，另這些思維層面是否影響矛盾追隨行為的展現，最後反應在其工作行為表現上。 本研究蒐集台灣企業主管部屬配對共669份有效問卷樣本，研究結果顯示（1）矛盾領導行為對部屬整合性思維有顯著的正向影響；（2）矛盾領導行為對部屬複雜整合力有顯著的正向影響；（3）矛盾領導行為對部屬矛盾思維有顯著的正向影響；（4）部屬矛盾思維對矛盾追隨行為有正向影響效果；（5）矛盾追隨行為對部屬的任務熟練度行為有顯著的正向影響；（6）矛盾追隨行為對部屬的適應性行為有顯著的正向影響；（7）矛盾追隨行為對部屬的主動性行為有顯著的正向影響；（8）主管的矛盾領導行為會透過部屬矛盾思維以及矛盾追隨行為，而對其任務熟練度、適應性與主動性行為產生正向影響。;As our environment become competitive and the increasing the uncertainty in industrial world. Enterprises need to face more paradoxical business strategies in the future. Leaders and followers must also face the challenge like such paradoxical work requirements to enhance organizational competitiveness and sustainable development. The past research has been limited to the study of related issues in the field of paradoxical leaders or paradoxical followers and there are not having much research address the relevance between the behavior of both leader and follower and the work role performance of followers. The purpose of this study was to extend the relevant research on paradoxical leadership behavior and paradoxical followership behavior. It also explores whether paradoxical leadership behavior affects cognitive thinking such as subordinate holistic thinking, integrative complexity and paradoxical mindset according to social learning theory. Whether these levels of subordinate thinking affect the performance of paradoxical followership behavior, and finally reflect on the work role performance of subordinate. This study collected a total of 669 valid supervisor-subordinate dyads questionnaires from Taiwan′s corporates. The results show that (1) paradoxical leadership behavior has a positive effect on the holistic thinking of subordinates；(2) paradoxical leadership behavior has a positive effect on the integrative complexity of subordinates；(3) paradoxical leadership behavior has a positive effect on the paradox mindset；(4) the paradox mindset of subordinates has a positive effect on the paradoxical followership behavior；(5) the paradoxical followership behavior has a positive effect on task proficiency behavior of subordinates；(6) the paradoxical followership behavior has a positive effect on adaptive behavior of subordinates；(7) the paradoxical followership behavior has a positive effect on proactive behavior of subordinates；(8) the paradoxical leadership behavior has a positive effect on task proficiency, adaptive and proactive behavior of subordinates through the paradox mindset and paradoxical followership behavior of subordinates.
