Temporal Leadership and Bootlegging Behavior of Employees: The Mediating Effect of Self-Efficacy

Abstract

As an important source of innovation, bootlegging is widespread in organizations. However, a lack of understanding exists in its antecedents. Based on the social cognition theory, this study aims to explore when and how temporal leadership (TL) leads to bootlegging behaviors (BOs) of employees, with self-efficacy (SE) as a mediator and perceived team efficacy (TE) as a moderator. We conducted a two-stage questionnaire survey and collected data from 231 employees from four companies located in Wuhan, P.R. China. SPSS and Mplus are used for testing our model, and the results are shown as following: TL positively affects the BO of employees. Besides, SE plays a mediating role in the relationship between TL and bootlegging, and perceived TE has a moderating effect between TL and SE. Also, perceived TE moderated the indirect effect of TL on bootlegging via SE. This study identifies the internal mechanism between time management and bootlegging, which provides an instructive view for further study on organizational innovation management. Theoretical contrition and practical implication have been discussed in this study.

A Study on Paradoxical Leadership and Multiple Path Mechanisms of Employees’ Bootleg Innovation

“… 67 This study supports and responds to this call by understanding the bootlegging innovation of individuals from a paradoxical perspective. While bootlegging innovation has dual attributes 25 and is characterized by “paradoxes”, previous studies have examined employees’ bootlegging innovations in terms of ethical leadership, 68 authoritarian leadership, 15 servant leadership, 69 temporal leadership, 18 and other unidimensional leadership styles, lacking of thinking in terms of composite leadership styles. Paradoxical leadership is a kind of leadership style with contradictory characteristics, and employees’ bootleg innovation behavior is also a kind of behavior with contradictory characteristics.…”

“… 17 Li and Ye, based on social cognitive theory, found that time leadership as a supportive leadership style was effective in enhancing self-efficacy and driving employees to bootlegging innovation. 18 Jansen et al, suggested paradoxical leadership includes not only the performance dimension but also the support dimension. 19 So distinguishing the performance and support dimensions of leadership behaviors corresponds to the situation where leaders both encourage innovation and set innovation norms, which sheds light on how to analyze the way paradoxical leadership promotes employees’ bootlegging behaviors in this paper.…”

Why Does Distributed Leadership Foster or Hamper Bootlegging Behavior of Employees: The Role of Exploratory-Exploitative Learning Tension and Paradox Mindset

“…First, the study introduces the distributed leadership as the antecedent variable of bootlegging behavior and proposes its underlying theoretical model. Existing studies did not pay a comprehensive and systematic attention to the leader factors in the employee bootlegging innovation mechanism, which relevant researchers have constantly called for enriching [15]. In addition, some scholars believe that the success of bootlegging innovation lies in organization situation, not the bootlegging behavior itself [11].…”

“…According to the existing literature, a limited number of studies focusing on bootlegging behaviors suggest that bootlegging behaviors is bene cial for individuals and organizations because some bootlegging behaviors with altruistic motivation and functional role can stimulate employees' creativity and organizational innovation performance [12][13][14]. It is notionally and practically signi cant to explore the antecedent variables of bootlegging behavior [15], which is a localization for understanding the conceptual logic of bootlegging innovation nowadays. Previous explorations has shown that an organizational innovation atmosphere can induce employees' bootlegging innovation behavior [10,16,17], as well as organization policy factors in influencing bootlegging innovation.…”

“…Previous explorations has shown that an organizational innovation atmosphere can induce employees' bootlegging innovation behavior [10,16,17], as well as organization policy factors in influencing bootlegging innovation. It is suggested that temporal leadership positively affects the bootlegging behavior of employees [15], and paradoxical leadership can accelerate the emergency of bootlegging behavior in Chinese organizational situation [18]. However, a theoretical framework for understanding how leaders can facilitate individuals' bootlegging behavior has not been thoroughly developed [18].…”