研究結果發現，當部屬所展現之探索行為與開發行為趨於一致時，相較於兩者行為展現不一致時，有更高的創新行為表現；而當兩者呈現不一致時，部屬展現高探索行為比起部屬展現高開發行為，有更高的創新行為表現。最後也發現矛盾領導行為能夠增強部屬探索行為與開發行為對於創新行為之影響。;The research combines "individual ambidexterity of exploration and exploitation " and "paradoxical leadership behavior" to explore whether there is a difference in the degree of innovative behavior when subordinates simultaneously develop exploration and exploitation or display a single behavior and to investigate the impact of individual ambidexterity acting on innovative behavior was explored. Moreover, the researcher added paradoxical leadership behavior as a moderating variable to make an in-depth analysis of whether supervisors demonstrate contradictory leadership behaviors can strengthen the influence of individual ambidexterity on the innovative behavior of subordinates when subordinates display individual ambidexterity of exploration and exploitation or only display exploration or exploitation, intending to improve innovative behavior.
This researcher collected and analyzed 211 paired questionnaires between supervisors and subordinates of Taiwanese enterprises. Some of the subordinates also have managerial positions. Polynomial regression equations and response surface analysis graphs were used to calculate the consistency and inconsistency of subordinates’ exploration and exploitation to investigate how it affected the degree of innovative behavior of subordinates.
The results of the study showed that when the exploratory behavior and development behavior displayed by subordinates tend to be consistent, they have higher innovative behavior performance than when the two behaviors are inconsistent. Furthermore, the results demonstrated that when the two are inconsistent, subordinates exhibiting high exploratory behavior have higher innovative behavior than subordinates exhibiting high development behavior. Finally, it was found that paradoxical leadership behavior could enhance the influence of subordinate exploration and exploitation on innovation behavior.
