Abstract
Drawing on conservation of resources (COR) theory, we propose an integrative model that examines the benefits and costs of empowering leadership for employee bootlegging. Further, we argue that empowering and directive leadership may exist simultaneously and work together to regulate employee bootlegging. Survey data collected across multiple time points in high-technology companies support our model. The results revealed that employee creative self-efficacy and emotional exhaustion mediated the relationship between empowering leadership and employee bootlegging. Moreover, directive leadership weakened the relationship between empowering leadership and two mediators, which, in turn, affected bootlegging. Implications for future research and practice on employee bootlegging are also discussed.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
