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Leader Boundary-Spanning Behavior and Employee Voice Behavior: The Job Demands-Resources Perspective
Jihye Lee1, Dongwon Choi2, Minyoung Cheong3
1College of Transdisciplinary Studies, Daegu Gyeongbuk Institute of Science and Technology (DGIST), Daegu 42988, Republic of Korea.
Behavioral Sciences (Basel, Switzerland)
|February 25, 2023
Summary
Leader boundary-spanning behavior boosts employee voice by increasing self-efficacy. However, abusive supervision can undermine this positive effect, highlighting the need for supportive leadership to encourage employee engagement.
Area of Science:
- Organizational Behavior
- Industrial-Organizational Psychology
Background:
- The job demands-resources model provides a framework for understanding employee motivation and behavior.
- Leader behaviors significantly influence employee outcomes, including their willingness to speak up.
Purpose of the Study:
- To investigate the motivational mechanism linking leader boundary-spanning behavior to employee voice behavior.
- To examine the mediating role of employee self-efficacy and the moderating role of abusive supervision.
Main Methods:
- A field survey was conducted with 383 leader-employee pairs across various South Korean organizations.
- Mediation and moderated mediation analyses were employed to test the proposed model.
Main Results:
- Leader boundary-spanning behavior positively influenced employee voice behavior through increased employee self-efficacy.
- Abusive supervision by the focal leader weakened the positive relationship between leader boundary-spanning behavior and employee voice by reducing self-efficacy.
Conclusions:
- Leader boundary-spanning behavior is a crucial job resource that enhances employee voice via self-efficacy.
- Abusive supervision acts as a detrimental job demand, hindering the positive impact of leader boundary-spanning behavior.
- Interventions should focus on promoting leader boundary-spanning behaviors and mitigating abusive supervision to foster employee voice.
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