Abstract: In today’s rapidly changing entrepreneurial environment, how entrepreneurial teams can use contingency to stimulate exploratory and developmental improvisational behaviors to respond to different situational needs has become an increasingly important focus in academia. Based on the contingency theory, this study explores the dual impact of entrepreneurial team reflection and dual leadership behavior on dual entrepreneurial improvisation from the perspective of team processes. Two classroom scenario experiments are designed based on the characteristics of task reflection and process reflection to conduct scenario task exercises. The findings of Experiment 1 reveal that both task reflection and leadership open behavior can predict more team exploratory improvisation, and leadership open behavior could enhance the positive impact of task reflection on exploratory improvisation, while leadership closed behavior will weaken the above effect. The findings of Experiment 2 show that both process reflection and leadership closure behavior can predict more team development improvisation, and leadership closure behavior can enhance the positive impact of process reflection on development improvisation, while leadership openness behavior will weaken the above effect. These two experimental results indicate that the strategically pairing team reflection and the dual leadership can generate multiple synergies, inspiring entrepreneurial teams to flexibly handle improvisational differences brought about by different reflections and to play an important regulatory role by the dual leadership, thereby achieving a dual balance of entrepreneurial improvisation in a larger temporal and spatial scope, and releasing the best effects of the two improvisations in responding to different environmental changes, so as to help the long-term development of enterprises.

Key words: dual entrepreneurship improvisation, task reflection, process reflection, open leadership behavior, leadership closure behavior