Based on paradox theory and social learning theory, we investigate how paradoxical leadership enhances employee innovative behaviors. Through the analysis of 279 paired data of leaders and employees, it is found that paradoxical leadership has a significant positive impact on employees' innovation behavior. Individual ambidexterity plays an intermediary role between paradoxical leadership and employees' innovative behavior. Employees paradoxical thinking not only regulates the relationship between paradoxical leadership and individual duality, but also further regulates the indirect effect of paradoxical leadership on their innovative behavior through individual ambidexterity, that is, compared with employees with low paradoxical thinking, employees with high paradoxical thinking are more likely to obtain beneficial influence from paradoxical leadership, At the same time, it shows a high level of exploration and utilization activities, and then the innovation behavior is also improved. This study enriches the empirical research on paradoxical leadership and lays a theoretical foundation for introducing paradox theory into organizational practice.