建设创新型国家，发展创新型经济，要求我们具有一个创新型政府。复杂的社会环境要求政府部门的领导要具备多元思维，同时工作人员要具有创新意识并能付诸实践。双元领导是将组织中看似矛盾却紧密相关的行为统一起来的领导者。悖论式的双元领导明显不同于现有研究中传统的积极领导或消极领导，其能否以及如何作用于下属创新行为值得探讨。个体创新行为中的创意产生阶段需要领导鼓励和激发员工个体的创新精神，而创新执行阶段需要按照规则执行，造成了创新的两个核心阶段行为侧重点不同甚至相互对立，由此提出了“创新悖论”概念。双元领导对下属创新行为的积极作用已得到多数研究支持，但国内学者现有研究在分析双元领导与创新行为关系时，仅把创新行为当作一个整体，缺乏对创新悖论的深入分析。双元领导的出现，能有效应对创新过程中的矛盾和冲突。作为组织或者团队创新活动的驱动者，双元领导通过有效平衡相悖的领导行为合理协调个体创新行为的两种矛盾活动，选择适应性的行为策略以匹配多样化的竞争需求。有研究表明，个体创新还有可能受到来自组织层面氛围的影响，许多内部和外部因素没有明确检验，需进一步明确。 基于此，本文深入思考双元领导的不同领导风格与下属创新行为两个阶段即创意产生和创意执行的关系。采用实证研究法，构建双元领导、个体目标取向和个体创新行为的双路径研究模型。在此基础上，将个体目标取向分为学习目标取向和个体绩效目标取向，探究其中介作用，并进一步引入组织创新氛围作为调节变量分析个体目标取向与个体创新行为的关系。 本文运用跨层线性模型，从团队和个体两个层面，对81个工作团队共243份问卷数据进行统计分析，检验了模型与假设。研究结果表明:（1）双元领导能够有效促进下属创新行为。双元领导的两种领导风格分别对创新行为的两个阶段具有显著的正向影响。（2）个体目标取向对双元领导与下属个体创新行为关系起部分中介作用。不同目标取向的个体会对事情或结果做出不同的反应，目标取向的中介作用验证，进一步完善了对双元领导行为作用过程的理解。（3）组织创新氛围对个体目标取向与个体创新行为的调节作用部分被验证。相关结论进一步丰富相关理论的研究，有助于政府部门管理人员领导行为的转型，激励下属创新行为。同时，有助于构建良好的组织创新氛围，引导个体设置适宜的个人目标，对新时代政府部门的管理实践也具有重要的指导作用。

Building an innovative country and developing an innovative economy require us to have an innovative government. The complex social environment requires the leaders of government departments to have multiple thinking, and the staff should be innovative and put into practice. Ambidextrous leader is a leader who unites seemingly contradictory but closely related behaviors in an organization. The paradoxical ambidextrous leadership is obviously different from the traditional positive leadership or negative leadership in the existing research. Whether and how it can affect the subordinates'innovative behavior is worth discussing. The creative generation stage of individual innovation behavior needs leaders to encourage and stimulate the innovative spirit of individual employees, while the innovative execution stage needs to be implemented in accordance with the rules, resulting in two core stages of innovation behavior with different or even conflicting focus, thus putting forward the concept of "innovation paradox". The positive role of ambidextrous leadership in subordinates'innovative behavior has been supported by most studies. However, the existing domestic scholars only regard innovative behavior as a whole when analyzing the relationship between ambidextrous leadership and innovative behavior, lacking in-depth analysis of innovative paradox. The emergence of ambidextrous leadership can effectively deal with contradictions and conflicts in the process of innovation. As a driver of organizational or team innovation activities, ambidextrous leadership rationally coordinates the two contradictory activities of individual innovation behavior by effectively balancing the contradictory leadership behavior, and chooses adaptive behavior strategies to match diversified competition needs. Studies have shown that individual innovation may also be affected by organizational climate. Many internal and external factors have not been clearly tested and need to be further clarified. Based on this, this paper deeply considers the relationship between different leadership styles of ambidextrous leadership and two stages of subordinates' innovative behavior, i.e. creative creation and creative execution. Using empirical research method, this paper constructs a conceptual model of ambidextrous leadership, individual goal orientation and individual innovation behavior. On this basis, we divide individual goal orientation into learning goal orientation and individual performance goal orientation, explore the mediating role, and further introduce organizational innovation climate as a regulatory variable to analyze the relationship between individual goal orientation and individual innovation behavior. In this paper, a cross-layer linear model is used to analyze 243 questionnaires of 81 teams from two levels of team and individual. The model and hypothesis are tested. The results show that: (1) Ambidextrous leadership can effectively promote subordinates' innovative behavior. The two leadership styles of ambidextrous leadership have significant positive effects on the two stages of innovation behavior. (2) Individual goal orientation partially mediates the relationship between dualistic leadership and subordinate individual innovation behavior. Individuals with different goal orientations will react differently to events or outcomes. The mediating role of goal orientation is verified, which further improves the understanding of the process of ambidextrous leadership. (3) The moderating effect of organizational innovation climate on individual goal orientation and individual innovation behavior is partly verified. Relevant conclusions further enrich the relevant theoretical research, help the transformation of leadership behavior of government department managers, and stimulate subordinates' innovative behavior. At the same time, it is helpful to construct a good organizational innovation atmosphere, guide individuals to set appropriate personal goals, and play an important guiding role in the management practice of government departments in the new era.