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Related Experiment Video

Updated: May 5, 2026

The Innovation Arena: A Method for Comparing Innovative Problem-Solving Across Groups
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Published on: May 13, 2022

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Coaching Leadership and Employees' Bootlegging Innovation Behavior in Chinese High-Tech Enterprises.

Yueying Wang1, Myeong Cheol Choi2, Won Gyu Lee3

  • 1School of Business, Xijing University, Xi'an 710123, China.

Behavioral Sciences (Basel, Switzerland)
|May 4, 2026
PubMed
Summary

Coaching leadership boosts employee innovation by fostering work meaning and psychological ownership. This sequential process enhances informal innovative behavior, benefiting organizations seeking grassroots innovation.

Keywords:
bootlegging innovation behaviorcoaching leadershiporganizational psychological ownershipwork meaning

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Last Updated: May 5, 2026

The Innovation Arena: A Method for Comparing Innovative Problem-Solving Across Groups
14:14

The Innovation Arena: A Method for Comparing Innovative Problem-Solving Across Groups

Published on: May 13, 2022

5.8K

Area of Science:

  • Organizational Behavior
  • Psychology
  • Management Science

Background:

  • Coaching leadership is increasingly recognized for its impact on employee performance.
  • Understanding the psychological pathways linking leadership styles to innovation is crucial for organizational success.
  • Employee bootlegging innovation, or informal innovative behavior, represents a significant source of organizational advancement.

Purpose of the Study:

  • To investigate the psychological mechanisms through which coaching leadership influences employees' bootlegging innovation behavior.
  • To examine the serial mediation roles of work meaning and organizational psychological ownership in this relationship.
  • To advance the literature on coaching leadership and employee-driven innovation.

Main Methods:

  • A quantitative study utilizing survey data from 427 employees.
  • Analysis of a serial mediation model to test the proposed psychological pathways.
  • Statistical methods to assess the direct and indirect effects of coaching leadership.

Main Results:

  • Coaching leadership positively predicts employees' bootlegging innovation behavior.
  • Work meaning and organizational psychological ownership were found to independently mediate the relationship.
  • A sequential mediation pathway was supported: coaching leadership -> work meaning -> organizational psychological ownership -> bootlegging innovation.

Conclusions:

  • Coaching leadership enhances bootlegging innovation through a sequential process involving work meaning and psychological ownership.
  • Fostering meaningful work and a sense of ownership are key strategies for managers to stimulate grassroots innovation.
  • The study provides a deeper understanding of the motivational and ownership-based psychological processes driving informal innovation.