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<p>The existing understanding of bootlegging’s consequences is one-sided. In this article, we draw on person perception theory to propose a theoretical model that offers a comprehensive account of the effects of bootlegging and its boundary conditions on supervisors’ psychological and behavioral responses. We suggest that bootlegging is a type of competent behavior, and that its dual aspects (i.e., pro-organizational and deviant) may exert significantly different influences on supervisors’ responses. On the one hand, the pro-organizational aspects of bootlegging elevate supervisors’ vicarious pride and thus reduce their undermining behavior. On the other hand, the deviant aspects of bootlegging diminish supervisors’ perceived control and subsequently increase their undermining behavior. Furthermore, we theorize that subordinate warmth may mitigate the negative effects and strengthen the positive effects of bootlegging on supervisors’ reactions. Across three studies employing experimental and critical incident methodologies (Study 1: <i>N</i> = 120; Study 2: <i>N</i> = 132; Study 3: <i>N</i> = 215), we largely found support for the hypotheses. We conclude this paper by discussing the implications of our findings for theory and practice.</p>

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Feeling proud but losing control: investigating Supervisor’s responses toward subordinate bootlegging

  • 期刊论文

  • 发表日期：

    2025年5月10日

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  • Yuming Wang,
  • Jinlian Luo,
  • Xiaoyu Wang,
  • Linlin Cao,
  • Ming Yi

摘要

The existing understanding of bootlegging’s consequences is one-sided. In this article, we draw on person perception theory to propose a theoretical model that offers a comprehensive account of the effects of bootlegging and its boundary conditions on supervisors’ psychological and behavioral responses. We suggest that bootlegging is a type of competent behavior, and that its dual aspects (i.e., pro-organizational and deviant) may exert significantly different influences on supervisors’ responses. On the one hand, the pro-organizational aspects of bootlegging elevate supervisors’ vicarious pride and thus reduce their undermining behavior. On the other hand, the deviant aspects of bootlegging diminish supervisors’ perceived control and subsequently increase their undermining behavior. Furthermore, we theorize that subordinate warmth may mitigate the negative effects and strengthen the positive effects of bootlegging on supervisors’ reactions. Across three studies employing experimental and critical incident methodologies (Study 1: N = 120; Study 2: N = 132; Study 3: N = 215), we largely found support for the hypotheses. We conclude this paper by discussing the implications of our findings for theory and practice.