Research On The Influence Of Paradoxical Leadership On Ambidexterity Innovation Of R&D Team Members

Innovation is the soul of enterprises.The short-term survival of an organization depends on exploitative innovation,while the long-term development is based on exploratory innovation.However,facing with the dynamics and complexity of the external environment,organizations can no longer maintain the competitive advantage and long-term development with the either-or view of innovation.As a manifestation of organizational duality,exploratory innovation and exploitative innovation are both contradictory and integrated with one another.Theorists put forward a dialectical view of organizational ambidextrous innovation from the perspective of paradox,and developed a new leadership theory,paradoxical leadership,which provides a new perspective for uncovering the "black box" of the research on ambidextrous innovation theory.Since R&D team is the core source of organizational innovation,the realization of its ambidextrous innovation is the focus of management field.The realization of team's ambidextrous innovation performance ultimately falls on the ambidextrous innovation behavior of individual members.Therefore,from the perspective of paradox,this thesis analyses how paradoxical leadership that combines high performance expectations and strong management support stimulates the ambidextrous innovation behavior of R&D team members.Based on the social cognitive theory,this thesis introduces creative self-efficacy as a mediator of the relationship between paradoxical leadership and ambidextrous innovation,examines the moderating effect of team shared mental model,and systematically analyses the relationship among them.On the basis of existing literature and theory,a moderated mediation model is constructed.On this basis,the research hypothesis and model are validated by questionnaire survey and multivariate statistical analysis.Firstly,the questionnaire is designed based on mature scales,and the final questionnaire is formed through the forecasting test and scale revision.Then,234 valid sample data collected from the questionnaire are statistical analyzed with SPSS22.0 and AMOS24.0 software.The main results andconclusions are as follows:(1)Paradoxical leadership positively affects the ambidextrous innovation of R&D team members,and its dimension of high performance expectation positively influences exploitative innovation,strong management support positively influences exploratory innovation;(2)Paradoxical leadership,high performance expectation and strong management support can enhance individual creative self-efficacy;(3)Creative self-efficacy plays a partial intermediary role not only in the relationship between paradoxical leadership and ambidextrous innovation,but also in the relationships between high performance expectation and exploitative innovation,strong management support and exploratory innovation;(4)Firstly,the shared mental model positively moderates the relationship between paradoxical leadership and creative self-efficacy of employees,the relationship between high performance expectation and creative self-efficacy of employees,and the relationship between strong management support and creative self-efficacy of employees.Secondly,the shared mental model also plays a positive moderating role in the mediating effect of creative self-efficacy in the relationship between paradoxical leadership and ambidextrous innovation.Similarly,shared mental model also positively moderates the mediating effect of creative self-efficacy not only in the relationships between high performance expectation and exploitative innovation,but also in the relationships between strong management support and exploratory innovation.On this basis,corresponding management suggestions are put forward to provide theoretical support for enterprises to enhance the ambidextrous innovation of R&D team members according to the research conclusions.