Leader Boundary-Spanning Behavior and Employee Voice Behavior: The Job Demands-Resources Perspective

Drawing on the job demands-resources model, we suggest and test a motivational mechanism that underlies the relationship between leader boundary-spanning behavior and employee voice behavior. Based on the field survey data of 383 leader-employee pairs collected from various organizations in South Korea, the results of our mediation model showed that leader boundary-spanning behavior, as a potential job resource, enhances employee voice behavior by increasing employee self-efficacy. The results of our moderated mediation model also showed that the focal leader's abusive supervision, as a potential job demand, could attenuate the beneficial effect of leader boundary-spanning behavior on employee voice behavior by diminishing employee self-efficacy. These findings highlight the importance of leader boundary-spanning behavior in enhancing employee voice behavior, the roles of employee self-efficacy as a key mediating mechanism, and the focal leader's abusive supervision as a preventable boundary condition within these relationships. Theoretical and practical implications are discussed.

Influences of Boundary-Spanning Leadership on Job Performance: A Moderated Mediating Role of Job Crafting and Positive Psychological Capital

Due to the pursuit of a flexible organization, the interest in internal as well as external boundary management has increased as a key to achieve high performance. This study identified boundary-spanning leadership (BSL) as a critical factor enhancing job crafting and job performance of subordinates. By examining the mediating effect of job crafting and the moderating effect of positive psychological capital (PsyCap), the authors aimed to present the effects of BSL assimilating job resources, such as external information and knowledge into organization. Data were collected from 238 workers of 11 companies using questionnaires in South Korea to test the moderated mediation model. The results of regression analysis using LISREL and SPSS, revealed that the manager's BSL provoked job crafting, which in turn achieved job performance of subordinates. Moreover, PsyCap positively moderated the effect of BSL on job crafting of subordinates. The findings suggested, therefore, in order to maximize the positive effects of BSL in an organization, it should also be necessary to understand and boost PsyCap along with enhancing job crafting.