Search results

1 – 10 of over 3000
Article
Publication date: 21 July 2022

Seckyoung Loretta Kim, Donghwan Lee and Seokhwa Yun

The purpose of this research is to examine the positive relationship between leader's boundary-spanning behavior and employee creative behavior. Moreover, the research…

Abstract

Purpose

The purpose of this research is to examine the positive relationship between leader's boundary-spanning behavior and employee creative behavior. Moreover, the research investigates a three-way effect by exploring leader's boundary-spanning behavior, need for status and creative self-efficacy on employee creative behavior.

Design/methodology/approach

The authors conducted a cross-sectional survey involving 260 supervisor-subordinate dyads from various companies in South Korea. The research tests the hypotheses through a hierarchical regression analysis.

Findings

The authors provided empirical evidence that leader's boundary-spanning behavior positively related to employee creative behavior. Moreover, the result demonstrated that the effect of leader's boundary-spanning behavior on creative behavior was the strongest in the context of high need for status and high creative self-efficacy.

Research limitations/implications

The research contributes to the three streams of literature on boundary spanning, creativity, and leadership by exploring leaders' boundary-spanning behavior, employees' need for status, and employees' creative self-efficacy.

Practical implications

The findings suggest that organizations should promote leaders' boundary-spanning behavior, thereby enhancing employees' creative behavior. Also, the study highlights the critical role of individual factors, such as the need for status and creative self-efficacy, and situational factors that determine the level of creative behavior.

Originality/value

Integrating the componential model of creativity and the interactionist perspective of creativity, this research examines the positive influence of leaders' boundary-spanning behavior on creative behavior. Furthermore, the research exhibits how leader's boundary-spanning behavior, need for status and creative self-efficacy could develop creative conditions to promote employee creative behavior.

Details

Leadership & Organization Development Journal, vol. 43 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 25 November 2020

Jiaxin (Sylvia) Wang, Xiaoxiao Fu and Youcheng Wang

This study aims to investigate the antecedents of frontline employees’ boundary-spanning behaviors in the hospitality industry. Anchored in transactional stress theory, affective…

1467

Abstract

Purpose

This study aims to investigate the antecedents of frontline employees’ boundary-spanning behaviors in the hospitality industry. Anchored in transactional stress theory, affective events theory and motivation theories, a conceptual model was built to explore the impacts of hindrance stressors on boundary-spanning behavior.

Design/methodology/approach

Data were collected from frontline employees in the hospitality industry in the USA. Confirmatory factor analysis and structural equation modeling were used.

Findings

The findings revealed that despite hindrance stressors’ negative indirect impact on frontline employees’ boundary-spanning behaviors, intrinsic motivation worked effectively to reduce hindrance stress and influence subsequent emotions leading to boundary-spanning behaviors.

Practical implications

This study provides substantial and detailed strategies for hospitality practitioners who are pressed to alleviate the hindrance stressors from which frontline employees frequently suffer, foster employees’ positive emotions and ease negative emotions while promoting boundary-spanning behaviors. Cultivation of employees’ intrinsic motivation and emotional management is encouraged, as is effective organizational structure and management intervention. All of these are deemed helpful in buffering employees’ work-related stress while motivating them to go above and beyond their nominal duties.

Originality/value

Very few studies have examined how “bad” hindrance stressors affect boundary-spanning behaviors. Rather than suggesting that hindrance stressors are relevant only to counterproductive behaviors, this study extends both the stress and boundary-spanning literature by uncovering the impact of hindrance stressors on frontline employees’ boundary-spanning behaviors while accounting for the roles of workers’ motivation and emotion.

Details

International Journal of Contemporary Hospitality Management, vol. 33 no. 1
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 25 November 2022

Zhang Zheng and Rahil Irfan Ahmed

This paper examined the mediating role of boundary spanning behavior and the moderating effects of traditionality linking humble leadership and employee creative performance from…

Abstract

Purpose

This paper examined the mediating role of boundary spanning behavior and the moderating effects of traditionality linking humble leadership and employee creative performance from the perspective of Social Exchange Theory (SET) to reveal the behavioral mechanism and boundary condition regarding the influence of humble leadership on creative performance.

Design/methodology/approach

A sample of 276 employees and the supervisors from 8 companies in China was taken using two-wave data.

Findings

The results indicated that humble leadership was positively related to employee creative performance, and boundary spanning behavior partially mediated the relationship between humble leadership and employee creative performance. Traditionality strengthens the mediation process when traditionality is high.

Practical implications

These findings provide several theoretical and practical implications for the domains of humble leadership and boundary spanning behavior. For example, human resource (HR) departments can recruit leaders with high humility and cultivate team leaders through systematic training programs about self-awareness, openness and self-transcendence; team leaders should encourage employees to participate in boundary spanning activities and hiring managers select employees with high traditionality to synergize with leader humility.

Originality/value

Based on the SET, this paper explored the behavioral mechanism between humble leadership and creative performance and enriched the prior research, which is from the cognitive or emotional view, and further answered the question “what are the employees' behavioral responses when they confront the humble leadership”.

Details

Personnel Review, vol. 53 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 11 August 2023

Jinqiang Zhu, Lu Xin and Mengyi Li

This study aimed to investigate the underlying boundary conditions under which boundary-spanning behaviour has a positive or negative effect on innovative behaviour.

Abstract

Purpose

This study aimed to investigate the underlying boundary conditions under which boundary-spanning behaviour has a positive or negative effect on innovative behaviour.

Design/methodology/approach

A multi-wave and multi-source research design was adopted to collect data. Data were analysed using the multilevel structural equation modelling and latent moderated structural equation approach.

Findings

The results showed that boundary-spanning behaviour was significantly and negatively associated with employees' innovative behaviour via ego depletion when employees' intrinsic motivation or organisational support was low. Additionally, boundary-spanning behaviour was significantly and positively associated with employees' innovative behaviour via ego depletion when employees' intrinsic motivation or organisational support was high.

Originality/value

This research suggests that the consequences of boundary-spanning behaviour are conditional, explaining the contrasting conclusions in this regard.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 7 October 2013

Jaewon Yoo

This study aims to investigate the effect of social undermining on the service employees' boundary-spanning behavior though perceived fit with job (P-J fit). This study also aims…

1417

Abstract

Purpose

This study aims to investigate the effect of social undermining on the service employees' boundary-spanning behavior though perceived fit with job (P-J fit). This study also aims to examine the moderating role of ethical climate in the relationship between service employees' perceived fit with job (P-J fit) and boundary-spanning behavior.

Design/methodology/approach

Using a sample of 469 Korean bank and insurance employees, research model and hypotheses were tested. Data analysis was performed using structural equation modeling and the hierarchical regression model.

Findings

The results showed that supervisor and co-worker undermining have detrimental influences on the service employee's perceived fit with job. P-J fit has a positive effect on employees' boundary-spanning behavior and this relationship was positively moderated by the employee's prevailing perception of organizational practices and procedures that have ethical content.

Research limitations/implications

This research should be evaluated in light of limitations, one of which is the reliance on cross-sectional data. The generalizability of this research model across settings and across outcome variables is still an open question. The measures of social undermining were based on participant perceptions, and in each case, participants make judgments about their negative behaviors retrospectively. Furthermore, the data were collected in Korea, so generalizing the hypothesized model beyond this setting is limited. Since Korea represents a distinct cultural and economic context, future research could examine the model in different countries.

Practical implications

The findings of this study confirm the crucial role of managers in creating an ethical climate where decisions are based on formally stated ethical guidelines. Such guidelines help service employees solve the ethical dilemmas that are common to their positions. These research findings demonstrate that creating an ethical climate is not only the right thing to do but also has significant benefits for both the service employees and the organization.

Originality/value

Considering the boundary-spanning role of the service employee, not only the organizational side (supervisor and co-worker undermining), but also the customer is specified as a major source of social undermining.

Details

Journal of Services Marketing, vol. 27 no. 7
Type: Research Article
ISSN: 0887-6045

Keywords

Article
Publication date: 25 September 2023

Myungsun Kim and Seckyoung Loretta Kim

The research aims to examine the impacts of two different types of goal orientation, i.e. leaning goal orientation (LGO) and performance-prove goal orientation (PPGO), on employee…

Abstract

Purpose

The research aims to examine the impacts of two different types of goal orientation, i.e. leaning goal orientation (LGO) and performance-prove goal orientation (PPGO), on employee knowledge sharing, and whether these relationships are altered by leaders' boundary spanning behavior (BSB).

Design/methodology/approach

A sample of 170 employees and 93 leaders were collected from South Korean organizations. Data were analyzed using path analysis.

Findings

The results demonstrated that employees with a high LGO are more likely to engage in knowledge sharing, while employees with a high PPGO are less likely to show knowledge sharing. Moreover, the findings showed that highly learning oriented employees tend to engage in knowledge sharing when they are under leaders who show active BSB.

Practical implications

To encourage knowledge sharing between employees, organizations need to promote a mastery-structured work environment to help employees develop a stronger LGO. Also, organizations could benefit from implementing training programs for leaders that promote their BSB.

Originality/value

The research aims to provide a more articulate account for how LGO and PPGO affect employee knowledge sharing in opposite ways. More importantly, this research provides new insights regarding the role of leaders' BSB as a contextual factor in promoting employee knowledge sharing. Using social learning theory as a theoretical framework, this study indicates how employees with a high LGO learn the behaviors of boundary spanning leaders and are more willing to engage in knowledge sharing.

Details

Leadership & Organization Development Journal, vol. 44 no. 7
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 11 September 2023

Swati Hans, Abdul Mohammad Nayeem, Sitamma Mikkilineni and Ritu Gupta

The current article investigates the impact of generational diversity on knowledge sharing and group performance. It, further, explores the moderating effects of intergenerational…

Abstract

Purpose

The current article investigates the impact of generational diversity on knowledge sharing and group performance. It, further, explores the moderating effects of intergenerational climate, boundary-spanning leadership, and respect in facilitating greater knowledge sharing and enhanced group performance.

Design/methodology/approach

The authors applied partial least square structural equation modeling to test the model, using a sample of 635 employees working in the banking industry.

Findings

Results indicate that generational diversity negatively influences knowledge sharing among employees at work. However, the moderating roles of intergenerational climate and boundary-spanning leadership aid in mitigating this negative affect and facilitate knowledge sharing among employees, thereby, resulting in better group performance.

Research limitations/implications

The study extends extant literature on generational diversity and differences by examining its impact on knowledge sharing and group performance. Further, the study also contributes by highlighting intergenerational climate and boundary-spanning leadership as key facilitators in promoting knowledge sharing among employees. Future research may include other industries/contexts to widen the generalizability of the findings and a longitudinal design to ascertain the causal effects.

Practical implications

This study identifies the need to effectively manage multigenerational workforce to capitalize on the unique benefits of each generation. An intergenerational climate free from ageist attitudes and employing leaders possessing boundary-spanning abilities would help organizations to create an inclusive workplace.

Originality/value

The authors attempt to explore the relationship between generational diversity, knowledge sharing, and group performance through the moderating effects of intergenerational climate and boundary-spanning leadership, which has not been studied in the past.

Details

Employee Relations: The International Journal, vol. 45 no. 6
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 23 February 2021

Yangchun Fang, Xinxing Dai and Xudong Zhang

To better understand factors that lead to business model innovation (BMI) in organizations, this study argues that inclusive leadership is the primary source that motivates…

1418

Abstract

Purpose

To better understand factors that lead to business model innovation (BMI) in organizations, this study argues that inclusive leadership is the primary source that motivates employee engagement in boundary-spanning activities, which fosters BMI by generating and integrating employee knowledge through boundary-spanning exploration.

Design/methodology/approach

This paper analyzes the relationships between inclusive leadership, boundary-spanning exploration and BMI to discover how they influence each other. This is achieved by a survey of more than 30 enterprises in Zhejiang Province, China. The survey data are analyzed using SPSS.

Findings

Inclusive leaders who display characteristics of openness, accessibility and availability have a positive effect on BMI and boundary-spanning exploration; openness and accessibility have more significant positive effect on BMI and boundary-spanning exploration.

Research limitations/implications

Because this study covers only in Zhejiang Province, in China, the findings may not be easily generalizable to other contexts. Other factors, such as organizational structure and contextual characteristics, could also be added as antecedents in a future investigation. Moreover, the scales could be revised more suitable for China in the future.

Practical implications

The empirical findings can be used as guidelines for firms seeking to take advantage of inclusive leadership and to help firms motivate their employees to engage in boundary-spanning exploration to acquire, generate and integrate knowledge from diverse sources to promote BMI.

Originality/value

This study provides insights that will be of value by adding to the theoretical foundation of our understanding of the antecedents to firms' BMI. This study argues that employees' boundary-spanning exploration is important to BMI as well. Inclusive leadership is crucial to stimulate boundary-spanning exploration by employees. Therefore, how to encourage inclusive leadership in firms is well worth examining.

Details

Leadership & Organization Development Journal, vol. 42 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 8 February 2021

Kwame Ansong Wadei, Chen Lu and Weijun Wu

This paper aims to draw upon motivated information processing theory to examine the sequential mediating roles of perspective taking and boundary spanning between transformational…

Abstract

Purpose

This paper aims to draw upon motivated information processing theory to examine the sequential mediating roles of perspective taking and boundary spanning between transformational leadership and the creative performance of knowledge workers.

Design/methodology/approach

The study was carried out on a sample, including a dyad of 398 knowledge workers and their immediate supervisors in four research institutes in southwest China. The authors tested the theoretical model using structural equation modeling (SEM) and Mplus 7.0 software.

Findings

The results support the mediation model in which perspective taking was found to significantly and positively mediate the relationship between transformational leadership and boundary spanning. Boundary spanning was found to significantly and positively mediate the relationship between perspective taking and creative performance. Moreover, both perspective taking and boundary spanning were found to mediate the relationship between transformational leadership and creative performance.

Practical implications

The study findings imply that the transformational leadership behaviors of managers or supervisors nurture knowledge workers' perspective taking and their boundary spanning activities leading to creative performance.

Originality/value

The findings contribute new knowledge to the relationship between transformational leadership and creative performance by uncovering the causal chain of a cognitive mechanism (perspective taking) with a behavioral mechanism (boundary spanning).

Details

Chinese Management Studies, vol. 15 no. 2
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 13 February 2017

Jingfu Lu and Min Li

The purpose of this paper is to understand the boundary-spanning behaviors of Party organizations, and the processes and constraints of these behaviors in controlling worker…

Abstract

Purpose

The purpose of this paper is to understand the boundary-spanning behaviors of Party organizations, and the processes and constraints of these behaviors in controlling worker unrest in Chinese resource-based state-owned enterprises in the “new work-unit system” using boundary-spanning theory.

Design/methodology/approach

This case study was carried out in a resource-based state-owned enterprise in the “new work-unit system” in China. The research utilized interviews and archival documents, and then coded and analyzed the data using NVivo.

Findings

In China, Party organizations’ boundary-spanning behaviors (PBSBs) in labor relations management are identified, and classified into the behaviors of the ambassador, task coordinator, and scout. Worker unrest can be controlled by these behaviors through the mediation effect of the behaviors of agents in the “new work-unit system” but can also be provoked in the transformation of the “new work-unit system.”

Originality/value

The Communist Party plays a key role in labor relations management in China’s SOEs; however, this role has not been explored in any depth. This study builds a model to reveal the “black box” in which the PBSBs influence the agents’ behaviors and how the agents’ behaviors then influence the workers, and in this way control worker unrest.

Details

Employee Relations, vol. 39 no. 2
Type: Research Article
ISSN: 0142-5455

Keywords

1 – 10 of over 3000