本研究以文化雙融（ambiculturalism）觀點為理論基礎，探討矛盾領導行為對員工學習導向的影響，同時採用社會交換理論檢視部屬對領導者信任在矛盾領導行為與員工學習導向之間的中介角色，並分析主管與部屬交換對矛盾領導行為及部屬對領導者信任關係的干擾效果。
本研究採用兩階段問卷調查法蒐集資料，經統計分析後發現：（1）矛盾領導行為越高，部屬對領導者信任越高；（2）矛盾領導行為越高，員工學習導向越高；（3）部屬對領導者信任越高，員工學習導向越高；（4）部屬對領導者信任在矛盾領導行為與員工學習導向間具有中介效果；（5）主管與部屬交換不具備顯著的干擾效果。據此，本研究建議領導者可運用矛盾領導行為來提升部屬的向上信任，藉此促使團隊成員樂於對外學習那些與目標完成相關的有效資訊與知識。文末，本研究也提出了研究限制與未來研究方向。

The study employs the ambicultural perspective to examine the effect of paradoxical leader behaviors on individual learning orientation. The study also addresses the social exchange theory to identify the mediating role of trust-in-leader in the relationship between paradoxical leader behaviors and learning orientation and the moderating role of leader-member exchange (LMX) on the effect of paradoxical leader behaviors and trust-in-leader.
Based on a two-stage data collection approach, analytical results show that: (1) Paradoxical leader behavior has a positive impact on trust-in-leader ; (2) Paradoxical leader behavior has a positive impact on individual learning orientation ; (3) Trust-in-leader has a positive impact on individual learning orientation; (4) Trust-in-leader has a partial mediating effect on the relationship between paradoxical leader behavior and individual learning orientation; (5) The moderating effect of LMX is not supported.
The study underlines supervisors’ paradoxical leader behaviors for enhancing subordinates’ trust in leader and learning willingness. Implications for practices and directions for future are also discussed.

論文審定書 i
誌 謝 ii
摘 要 iii
Abstract iv
圖 次 vii
表 次 viii
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 2
第二章 文獻探討 3
第一節 文化雙融 3
第二節 領導與矛盾領導行為（paradoxical leader behaviors） 4
第三節 部屬對領導者信任（trust-in-leader) 8
第四節 員工學習導向（Individual Learning Orientation） 11
第五節 主管與部屬交換關係理論（Leader-member exchange theory） 14
第六節 研究假說 17
第三章 研究設計 21
第一節 研究架構 21
第二節 假說彙整 22
第三節 研究樣本介紹 23
第四節 研究變項衡量 25
第五節 統計分析方法 32
第四章 研究發現 34
第一節 相關分析 34
第二節 假說檢定 36
第三節 中介效果 41
第四節 干擾作用 43
第五章 結論與討論 45
第一節 研究結果討論 46
第二節 研究意涵 48
第三節 研究限制與未來研究方向 49
參考文獻 51

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