This chapter examines the complex nature of rebels in organizations, distinguishing between constructive and destructive nonconformists. While rebellion may stem from dissatisfaction or broken trust, it can also drive innovation when rooted in purpose, legitimacy, and ethical behavior. The text highlights the blurred line between “good” and “bad” rebels, emphasizing context and leadership’s role in shaping outcomes. Employee engagement emerges as a crucial factor, as committed rebels inspire progress, while disengaged ones cause harm. Ultimately, fostering the right kind of rebels boosts performance, creativity, and innovation.