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. 2023 Feb 9;13(2):146.
doi: 10.3390/bs13020146.

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

Jihye Lee  1 , Dongwon Choi  2 , Minyoung Cheong  3
Affiliations

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

Jihye Lee et al. Behav Sci (Basel). .

Abstract

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.

Keywords: abusive supervision; leader boundary-spanning behavior; self-efficacy; voice behavior.

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Conflict of interest statement

The authors declare no conflict of interest.

Figures

Figure 1
Figure 1
Hypothesized Research Model.
Figure 2
Figure 2
Moderating Effect of Abusive Supervision in the Relationship between Leader Boundary-Spanning Behavior and Self-Efficacy.
See this image and copyright information in PMC

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