11162 
8287员工在工作场所中面临效率和创新的冲突，如何让员工采取双元行为，实现两全其美是双元型组织构建中亟待深入研究的议题。悖论式领导是一种兼具矛盾思维和整合思维的新型领导风格，已成为领导力研究领域的最新议题之一，现有文献较少探讨该领导模式在促进员工双元行为中的作用。以一线服务员工作为调查对象，分析了悖论式领导是否以及如何促进员工双元行为。通过问卷调查法得到316名一线员工的有效数据，采用结构方程模型进行假设检验。研究结果表明：悖论式领导能够正向促进员工的双元行为，心理安全感和工作繁荣感在悖论式领导和员工双元行为的关系中起同步和连续中介作用。为促进员工双元行为，管理者应从兼顾绩效和支持两种领导行为，营造良好的心理安全氛围，提升员工的工作繁荣感等方面入手。
悖论式领导如何让员工两全其美？——心理安全感和工作繁荣感的多重中介作用
摘要
参考文献
3 罗瑾琏, 花常花, 钟竞. 悖论式领导对知识团队创新的影响及作用机制研究[J]. 科技进步与对策, 2015, （11）: 121–125. DOI:10.6049/kjjbydc.2015010325
4 罗瑾琏, 赵莉, 韩杨, 等. 双元领导研究进展述评[J]. 管理学报, 2016, （12）: 1882–1889. DOI:10.3969/j.issn.1672-884x.2016.12.018
6 Andriopoulos C, Lewis M W. Exploitation-exploration tensions and organizational ambidexterity: managing paradoxes of innovation[J]. Organization Science, 2009, 20（4）: 696–717. DOI:10.1287/orsc.1080.0406
7 Bernerth J B, Aguinis H. A critical review and best‐practice recommendations for control variable usage[J]. Personnel Psychology, 2016, 69（1）: 229–283. DOI:10.1111/peps.12103
8 Cannon M D, Edmondson A C. Confronting failure: Antecedents and consequences of shared beliefs about failure in organizational work groups[J]. Journal of Organizational Behavior, 2001, 22（2）: 161–177. DOI:10.1002/(ISSN)1099-1379
9 Edmondson A. Psychological safety and learning behavior in work teams[J]. Administrative Science Quarterly, 1999, 44（2）: 350–383. DOI:10.2307/2666999
10 Edmondson A C. Speaking up in the operating room: How team leaders promote learning in interdisciplinary action teams[J]. Journal of Management Studies, 2003, 40（6）: 1419–1452. DOI:10.1111/joms.2003.40.issue-6
11 Gibson C B, Birkinshaw J. The antecedents, consequences, and mediating role of organizational ambidexterity[J]. Academy of Management Journal, 2004, 47（2）: 209–226. DOI:10.2307/20159573
13 Jansen J J P, George G, Van Den Bosch F A J, et al. Senior team attributes and organizational ambidexterity: The moderating role of transformational leadership[J]. Journal of Management Studies, 2008, 45（5）: 982–1007. DOI:10.1111/joms.2008.45.issue-5
14 Jansen J J P, Kostopoulos K C, Mihalache O R, et al. A Socio‐Psychological Perspective on Team Ambidexterity: The Contingency Role of Supportive Leadership Behaviours[J]. Journal of Management Studies, 2016, 53（6）: 939–965. DOI:10.1111/joms.2016.53.issue-6
15 Kao Y L, Chen C F. Antecedents, consequences and moderators of ambidextrous behaviours among frontline employees[J]. Management Decision, 2016, 54（8）: 1846–1860. DOI:10.1108/MD-05-2015-0187
16 Kauppila O P, Tempelaar M P. The social‐cognitive underpinnings of employees’ ambidextrous behaviour and the supportive role of group managers’ leadership[J]. Journal of Management Studies, 2016, 53（6）: 1019–1044. DOI:10.1111/joms.2016.53.issue-6
18 Lau R S, Cheung G W. Estimating and comparing specific mediation effects in complex latent variable models[J]. Organizational Research Methods, 2012, 15（1）: 3–16. DOI:10.1177/1094428110391673
19 Lavine M. Paradoxical leadership and the competing values framework[J]. The Journal of Applied Behavioral Science, 2014, 50（2）: 189–205. DOI:10.1177/0021886314522510
20 Lewis M W, Andriopoulos C, Smith W K. Paradoxical leadership to enable strategic agility[J]. California Management Review, 2014, 56（3）: 58–77. DOI:10.1525/cmr.2014.56.3.58
21 Loon M, Lim Y M, Lee T H. Transformational leadership and job-related learning[J]. Management Research Review, 2012, 35（3–4）: 192–205.
22 Lüscher L S, Lewis M W. Organizational change and managerial sensemaking: Working through paradox[J]. Academy of Management Journal, 2008, 51（2）: 221–240. DOI:10.5465/AMJ.2008.31767217
23 Mihalache O R, Jansen J J P, Van Den Bosch F A J, et al. Top management team shared leadership and organizational ambidexterity: A moderated mediation framework[J]. Strategic Entrepreneurship Journal, 2014, 8（2）: 128–148. DOI:10.1002/sej.1168
24 Paterson T A, Luthans F, Jeung W. Thriving at work: Impact of psychological capital and supervisor support[J]. Journal of Organizational Behavior, 2014, 35（3）: 434–446. DOI:10.1002/job.1907
25 Porath C, Spreitzer G, Gibson C, et al. Thriving at work: Toward its measurement, construct validation, and theoretical refinement[J]. Journal of Organizational Behavior, 2012, 33（2）: 250–275. DOI:10.1002/job.756
26 Preacher K J, Zyphur M J, Zhang Z. A general multilevel SEM framework for assessing multilevel mediation. Psychological Methods, 2010, 15（3）: 209–233. DOI:10.1037/a0020141
27 Rao-Nicholson R, Khan Z, Akhtar P, et al. The impact of leadership on organizational ambidexterity and employee psychological safety in the global acquisitions of emerging market multinationals[J]. The International Journal of Human Resource Management, 2016, 27（20）: 2461–2487. DOI:10.1080/09585192.2016.1204557
28 Rapp A A, Bachrach D G, Flaherty K E, et al. The role of the sales-service interface and ambidexterity in the evolving organization: A multilevel research agenda[J]. Journal of Service Research, 2017, 20（1）: 59–75. DOI:10.1177/1094670516679274
29 Rosing K, Frese M, Bausch A. Explaining the heterogeneity of the leadership-innovation relationship: Ambidextrous leadership[J]. The Leadership Quarterly, 2011, 22（5）: 956–974. DOI:10.1016/j.leaqua.2011.07.014
30 Smith W K. Dynamic decision making: A model of senior leaders managing strategic paradoxes[J]. Academy of Management Journal, 2014, 57（6）: 1592–1623. DOI:10.5465/amj.2011.0932
31 Smith W K, Besharov M L, Wessels A K, et al. A paradoxical leadership model for social entrepreneurs: Challenges, leadership skills, and pedagogical tools for managing social and commercial demands[J]. Academy of Management Learning & Education, 2012, 11（3）: 463–478.
32 Stock R M. Is Boreout a threat to frontline employees’ innovative work behavior?[J]. Journal of Product Innovation Management, 2015, 32（4）: 574–592. DOI:10.1111/jpim.2015.32.issue-4
33 Wallace J C, Butts M M, Johnson P D, et al. A multilevel model of employee innovation understanding the effects of regulatory focus, thriving, and employee involvement climate[J]. Journal of Management, 2016, 42（4）: 982–1004. DOI:10.1177/0149206313506462
34 Yu T, Patterson P G, De Ruyter K. Achieving service-sales ambidexterity[J]. Journal of Service Research, 2013, 16（1）: 52–66. DOI:10.1177/1094670512453878
35 Zhang X M, Bartol K M. Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement[J]. Academy of Management Journal, 2010, 53（1）: 107–128. DOI:10.5465/AMJ.2010.48037118
36 Zhang Y, Waldman D A, Han Y L, et al. Paradoxical leader behaviors in people management: Antecedents and consequences[J]. Academy of Management Journal, 2015, 58（2）: 538–566. DOI:10.5465/amj.2012.0995
引用本文
王朝晖. 悖论式领导如何让员工两全其美？——心理安全感和工作繁荣感的多重中介作用[J]. 外国经济与管理, 2018, 40(3): 107-120.
导出参考文献，格式为：
