THE RESEARCH ON THE INFLUENCE OF LEADERSHIP STYLE ON BOOTLEGGING INNOVATION BEHAVIOR

Abstract

In the context of growing environmental unpredictability, technological upheaval, and fierce competition, companies are forced to seek unconventional sources of innovation. One such source is the practice of bootlegging innovation, which involves employees engaging in self-initiated, unofficial, and often covert innovative activities without the explicit approval of management, yet with the goal of benefiting the organization. While bootlegging has been shown to foster radical innovation and enhance organizational agility, it remains a paradoxical phenomenon, as it simultaneously violates formal rules while contributing to long-term organizational success. Consequently, comprehending the factors that stimulate or inhibit bootlegging behavior has become a crucial topic in contemporary management and leadership research.