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How does paradoxical leadership promote bootlegging: a TPB-based multiple mediation model

Jianfeng Jia (School of Business Administration, Northeastern University, Shenyang, China)
Zhi Liu (Business School, Nankai University, Tianjin, China)
Yuyan Zheng (Management School, The University of Sheffield, Sheffield, UK)

Chinese Management Studies

ISSN: 1750-614X

Article publication date: 19 June 2021

Issue publication date: 16 September 2021

1056

Abstract

Purpose

This study aims to explore the antecedents of bootlegging from the perspective of paradoxical leadership. Based on the theory of planned behavior (TPB), it examines a multiple mediation model with harmonious innovation passion, role breadth self-efficacy and perceived error management culture as mediators, to interpret why paradoxical leadership influences employee bootlegging.

Design/methodology/approach

To test the theoretical model, data were collected from 218 full-time employees from enterprises in Chinese cities using a three-wave time-lagged design. Path-analysis and a bootstrapping approach in Mplus7 were used to examine the hypotheses of the theoretical model.

Findings

The results show that paradoxical leadership has a positive influence on bootlegging. In the multiple mediation model, the effect paths of harmonious innovation passion and role breadth self-efficacy are significant but there is an insignificant difference in their power, while the effect path of perceived error management culture is insignificant, although it has a significant simple mediating effect and sequential mediating effect.

Originality/value

This study is among the first to show the influence of paradoxical leadership on bootlegging, responding to the research call to use the paradoxical factors to capture the antecedents of innovative behaviors. Second, this study enriches the outcomes of paradoxical leadership, that of bootlegging. Third, this study provides a TPB-based mechanism of how paradoxical leadership promotes bootlegging by increasing employees’ harmonious innovation passion, role breadth self-efficacy and perceived error management culture. This provides a new theoretical perspective to explain the relationship between paradoxical leadership and employee bootlegging. It also responds to the call for exploration of the multiple pathways of leadership.

Keywords

Acknowledgements

This research was supported by the National Natural Science Foundation of China, Project No. 71972032 and No. 71672031; LiaoNing Revitalization Talents Program, Project No. XLYC1807218; the Fundamental Research Funds for the Central Universities of China, Project No. N2006005.

Citation

Jia, J., Liu, Z. and Zheng, Y. (2021), "How does paradoxical leadership promote bootlegging: a TPB-based multiple mediation model", Chinese Management Studies, Vol. 15 No. 4, pp. 919-939. https://doi.org/10.1108/CMS-09-2020-0418

Publisher

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Emerald Publishing Limited

Copyright © 2021, Emerald Publishing Limited

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