Utilizing individuals that are creative, risk taking and innovative could be the key to organizational success in our rapidly changing world. It is argued by many that intrapreneurs are the source of financial growth and profitability, an important source for organizations to stay competitive in a dynamically evolving business landscape. Despite that, the field of intrapreneurship is an overall under researched area where the point of view from the intrapreneurs has been neglected, as well as how leadership affects these individuals. To investigate more on the phenomena of intrapreneurship would contribute both to extent research, as well as give practical advice to management leading intrapreneurs. Therefore, this thesis intends to further extend the knowledge about how a destructive leadership could impact intrapreneurial behavior with the research question: How does passive leadership impact intrapreneurial behavior? In order to contribute with a discussion regarding this, a qualitative case study has been conducted where the employee perspective has been central. The objective of study is intrapreneurs from different organizations and positions. The data collected have been analyzed with the guidance of a theoretical ground and then been discussed in relation to the nature of passive leaders. The result from the study implies that intrapreneurial behavior is negatively impacted by passive leadership but it was also evident that the problem is complex and recommendations on further research have been presented. In conclusion, this research has found interesting insights regarding the relation between passive leadership and intrapreneurial behavior and has contributed to overlooked areas in the field of intrapreneurship as well as leadership.