Abstract: Based on the social cognition theory, this paper empirically analyzes 477 employee sample data, explores whether, how and when paradoxical leadership affects employees' internal innovation, and constructs a regulated intermediary model. Research shows that paradoxical leadership has a positive impact on employees' internal innovation. The matching perception of superior and subordinate values plays a partial intermediary role between them. Employees' active personality strengthens the relationship between paradoxical leadership and employees' internal innovation, and positively regulates the indirect relationship between paradoxical leadership and employees' internal innovation through superior subordinate value matching perception.
