In Confucian cultural contexts, employee bootlegging presents a unique paradox in leader–employee dynamics. While it may align with leaders’ expectations for proactive behavior and potentially strengthen relational bonds, it also challenges the Confucian value of obedience, thereby creating potential for conflict in leader-employee relationships. How to manage this paradox and promote employees’ bootlegging innovation within Confucian cultural contexts warrants further exploration. To address this managerial dilemma and respond to scholarly calls for research on the antecedents and boundary conditions of bootlegging, this study, based on self-concept theory, aims to investigate the mechanism and boundary conditions through which paradoxical leadership influences employee bootlegging within Confucian cultural contexts.
Data were collected from employees in China and analyzed using hierarchical regression analysis and bootstrapping-based path analysis to assess the relationships among the constructs.
The results indicate that paradoxical leadership positively influences employee bootlegging through the mediating role of organization-based self-esteem (OBSE). Furthermore, self-monitoring personality (SMP) moderates this process: for high self-monitors, the positive impact of paradoxical leadership on OBSE is stronger.
This study deepens the understanding of the relationship between paradoxical leadership and employee bootlegging in Confucian cultural contexts through three key aspects: theoretical perspective (self-concept), influencing mechanism (OBSE), and boundary conditions (SMP). It also offers practical insights for fostering employee bootlegging within Confucian cultural settings.
