领导是一项重要的管理职能，领导者更是在组织中扮演着激励下属以促进组织目标实现的关键角色。在当前组织外部环境越发具有动态性和不确定性、组织内部管理愈加重视矛盾需求平衡和多样化员工激励的背景下，如何从领导层面承上启下地推动员工的双元创新、提升组织的双元能力，是领导力研究者与管理实践者的共同关注话题。然而，单一领导风格对于回应如何解决动态情境下的创新和悖论问题稍显乏力，强调两种对立互补领导行为的协同整合以及根据情境在二者间灵活转换的“双元领导”概念应运而生。双元领导是指，在悖论思维的指引下，同时采取开放式与闭合式领导这两种相互对立又联系的领导行为，并根据情境的不同在两种领导行为之间动态灵活转换。双元领导能够从组织、团队和个体层面促进组织整体革新与员工积极工作表现，在组织与管理研究中具有重要的理论和实践价值。

近十余年来双元领导的研究备受瞩目，但在构念和作用机制的研究上仍存在不足。在结构与测量方面，现有研究缺乏对结构的系统性建构与论证，传统的二维度测量方式难以突出双元领导强调灵活性与情境适用性的理论优势，迫切需要开展基于双元领导完整结构开发系统性测量工具的研究。在作用机制的研究内容方面，当前研究在双元领导对创新类、积极行为类结果变量的影响上已进行了较为丰富的探讨，缺乏对组织中非正式创新行为和消极态度类结果作用机制的探索。在作用机制的研究层次方面，现有研究广泛关注于组织、团队和个体层面，但对双元领导与领导者自身状态和行为的研究还较为缺乏。

基于以上三个方面的研究不足，本研究在对双元领导进行文献综述的基础上开展了三项子研究，用以补充双元领导在结构和测量、作用机制内容和分析层次领域方面的不足。研究一是对双元领导的结构建构与测量工具开发。基于理论推演提出了双元领导3维度结构模型，强调了“转换灵活性”维度的必要性，通过开放式问卷编码（N=102）开发转换灵活性维度初始题项，并对双元领导总体问卷依次进行探索性因子分析（N=377）与验证性因子分析（N=734），开发了包含开放式领导、闭合式领导与转换灵活性3个维度的双元领导系统化测量工具，检验信效度，并基于2个时间点问卷调查数据进行区分效度和预测效度检验（N=734），随后验证了双元领导的结构。研究二是对双元领导在下属层面作用机制的探讨。基于自我决定理论，在3个时间点进行问卷调查并获取734名有效下属样本数据，运用SPSS 18.0和Mplus 7.4软件、采用层次回归分析和基于Bootstrap的链式中介模型、有调节的中介模型路径分析，检验了双元领导对下属越轨创新和离职意向的影响机制，证实了双元领导在促进下属非正式创新行为、降低消极工作态度方面的有效性。研究三是对双元领导在领导者层面作用机制的考察。基于资源保存理论，并辅以自我决定理论，在3个时间点进行问卷调查并获取了135名领导者-734名下属配对样本数据，运用SPSS 18.0和Mplus 7.4软件采用层次回归分析和基于Bootstrap的路径分析等方法探究了双元领导对领导者工作繁荣和主观幸福感的作用机制，验证了双元领导在促进领导者积极个人状态方面的价值。

三项子研究的结果表明：（1）双元领导是一个包含开放式领导、闭合式领导与转换灵活性维度的“3维度结构模型”构念，在理论上具有合理性，并得到了数据验证；双元领导可以采用包含25题项的3维度量表进行系统测量、通过维度相乘的方式计算得分，还可以进一步基于转换灵活性的时空分离特点分别对共时性和序时性双元领导进行测量，总量表和分量表均具有良好的信度和效度。（2）双元领导可以促进下属的越轨创新行为并降低其离职意向。中介机制上，双元领导可以通过工作重塑和领导成员交换关系（LMX）的完全中介作用，促进下属越轨创新；还可以通过LMX的部分中介作用，降低离职意向；并且，LMX和工作重塑还在双元领导促进下属越轨创新的路径中依次起完全中介的链式中介作用。调节机制上，下属的认知灵活性负向调节双元领导对下属工作重塑和LMX的影响。（3）双元领导可以提高领导者自身的工作繁荣和主观幸福感，当领导者的情绪智力和领导力自我效能感高时，双元领导影响领导者主观幸福感的作用更强。

本研究在以下几个方面具有一定的创新价值。第一，提出并验证了双元领导的3维度结构模型，开发了基于开放式领导、闭合式领导和转换灵活性3个维度的双元领导量表，丰富了双元领导的结构研究，并为后续其他学者开展双元领导定量研究提供了更全面、准确的测量工具。第二，从双元领导对个体的非正式创新行为和消极态度的作用机制方面证实了双元领导的有效性，从内容上丰富了双元领导的作用机制研究，验证了自我决定理论并拓展了“工作领域中自我决定理论的基本模型”。第三，将双元领导作用机制的研究层次扩展到了领导者自身层面，证实了双元领导对领导者自身积极状态的促进作用，可以启发后续研究者进一步探讨双元领导对行为实施者自身的影响机制，同时也丰富了资源保存理论和自我决定理论的适用范围。

Leadership is an important management function, and a leader plays a key role in encouraging subordinates to achieve organizational goals. Under the background that the external environment of the organization is becoming more and more dynamic and uncertain, and the internal management of the organization pays more attention to the balance of contradictory needs and diversified employee incentive strategies, how to promote the ambidexterity of employees and organizational ambidexterity from the leadership level is a common concern of leadership researchers and management practitioners. However, the single leadership style is somewhat weak in responding to how to solve the problems of innovation and paradox in dynamic situations. The concept of "ambidextrous leadership" came into being, which emphasizes the synergistic integration of two opposing but complementary leadership behaviors and the temporal flexibility to switch between them as situation requires. Ambidextrous leadership means that under the guidance of paradoxical thinking, leaders simultaneously or punctuatedly adopt two opposing but complementary leadership behaviors, opening and closing leadership behaviors, and dynamically and flexibly switch between the two leadership behaviors according to different situations. Ambidextrous leadership can promote the overall innovation and the positive work performance from the organizational, team and individual levels. It has important theoretical and practical value in the research of organization and management.

In the past ten years, the research on ambidextrous leadership has attracted much attention, but there are still deficiencies in the structure and mechanism. In terms of structure and measurement, the existing research lacks the systematic construction and verification of the structure, and the traditional two-dimensional measurement method is difficult to highlight the theoretical advantages of ambidextrous leadership, which emphasizes situational flexibility. There is an urgent need to carry out the research on developing systematic measurement tools based on the complete structure of ambidextrous leadership. In terms of the research content of the influence mechanism, the current research has conducted a relatively rich discussion on the impact of ambidextrous leadership on the outcome variables of innovation and positive behavior, but there is a lack of the research on the influence mechanism on informal innovation behavior and negative attitude in the organization. In terms of the research objects level of the influence mechanism, the existing research has widely focused on the organizational, team and individual levels, but there is still a lack of research on the leader level that discusses how ambidextrous leadership behavior affects leader's own well-being.

Based on the research deficiencies of the three aspects above, this study carried out three sub-studies according to the literature review of ambidextrous leadership so as to supplement the research of ambidextrous leadership in the fields of structure and measurement, influence mechanism content and study level. The first study is the structure construction and measurement tool development of ambidextrous leadership. Based on theoretical deduction, a three-dimensional structure model of ambidextrous leadership is proposed, and the necessity of the dimension of flexibility to switch is emphasized. The initial items of the flexibility to switch dimension are developed through open-ended questionnaire coding (N=102). And then the overall questionnaire of ambidextrous leadership was tested by exploratory (N=377) and confirmatory factor analysis (CFA) (N=734) in turn. Next the reliability and validity is tested, and the discriminant validity and predictive validity is tested through a two-time points survey data (N=734). So a systematic measurement tool of ambidextrous leadership including three dimensions of opening leadership behavior, closing leadership behavior and the flexibility to switch between them was developed, and the structure of ambidextrous leadership was verified. The second study is to explore the influence mechanism of ambidextrous leadership at the subordinate level. Based on the self-determination theory, through the analysis of the questionnaire data of 734 employees collected at three time points, this paper tests the influence mechanism of ambidextrous leadership on subordinates' bootlegging behaviors and turnover intention by CFA, hierarchical regression analysis, path analysis of chain mediation model and moderated mediation model based on Bootstrap with SPSS 18.0 and Mplus 7.4, and it was confirmed that ambidextrous leadership can improve subordinate’s informal innovation behavior and reduce negative work attitude. The third study is to investigate the influence mechanism of ambidextrous leadership at the leader level. Based on the conservation of resources theory and supplemented by the self-determination theory, this paper explores the effect of ambidextrous leadership on leaders' thriving at work and subjective well-being by analyzing the questionnaire data of 135 leaders and 734 subordinates paired and surveyed at three time points. By conducting hierarchical regression analysis and path analysis based on Bootstrap with SPSS 18.0 and Mplus 7.4, the value of ambidextrous leadership in promoting the leader's own positive personal state is validated.

The results of the three sub-studies show that: (1) Ambidextrous leadership is a "three-dimensional structure model" construct that includes three dimensions: opening leadership behavior, closing leadership behavior and the flexibility to switch between them. The model is theoretically reasonable and has been verified by data. Ambidextrous leadership can be systematically measured by using a three-dimensional scale containing 25 items, and can be calculated by multiplying the three dimensions. Simultaneous and punctuated ambidextrous leadership can also be measured based on the spatial-separable and time-separable characteristics of the flexibility to switch dimension. The total scale and sub-scales both have good reliability and validity. (2) Ambidextrous leadership can promote subordinates' bootlegging behaviors and reduce their turnover intentions. In terms of mediating mechanism, ambidextrous leadership can promote bootlegging behaviors of subordinates through the complete mediating effect of job crafting and leader-member exchange (LMX); it can also reduce subordinates' turnover intentions through the partial mediation of LMX. Moreover, LMX and job crafting play a complete chain-mediating role in the path of ambidextrous leadership promoting subordinates' bootlegging behaviors. In terms of moderating mechanism, the cognitive flexibility of subordinates negatively moderates the effect of ambidextrous leadership on subordinates’ job crafting and LMX. (3) Ambidextrous leadership can improve the leader's own thriving at work and subjective well-being. In terms of moderating mechanism, leaders' emotional intelligence and leadership self-efficacy can have a positive moderating effect on the path of ambidextrous leadership influencing leaders' subjective well-being.

This paper has certain innovative value in the following aspects. First, a three-dimensional structure model of ambidextrous leadership is proposed and validated, and the ambidextrous leadership scale based on the three dimensions of opening leadership behavior, closing leadership behavior and the flexibility to switch between them is developed, which enriches the structural research of ambidextrous leadership, and provides a more comprehensive and accurate measurement tool for other scholars to carry out quantitative research on ambidextrous leadership. Second, the effectiveness of ambidextrous leadership is confirmed from the perspective of the mechanism of ambidextrous leadership on individuals' informal innovative behavior and negative attitudes, which enriches the research content area of ambidextrous leadership, validates the theory of self-determination and expands the Basic Self-Determination Theory Model in the Workplace. Third, the study level of the ambidextrous leadership’s influence mechanism is extended to the level of the leaders themselves, confirming the promotion effect of ambidextrous leadership behavior on the leader's own positive state, which can inspire subsequent researchers to further explore the impact of ambidextrous leadership behavior on behavior actors. At the same time, it also enriches the scope of application of conservation of resources theory and self-determination theory.