Lee Jihye, Choi Dongwon, Cheong Minyoung
College of Transdisciplinary Studies, Daegu Gyeongbuk Institute of Science and Technology (DGIST), Daegu 42988, Republic of Korea.
Ewha School of Business, Ewha Womans University, Seoul 03760, Republic of Korea.
Behav Sci (Basel). 2023 Feb 9;13(2):146. doi: 10.3390/bs13020146.
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.
借鉴工作需求-资源模型，我们提出并检验了一种动机机制，该机制构成了领导跨界行为与员工建言行为之间关系的基础。基于从韩国各组织收集的383对领导-员工的实地调查数据，我们的中介模型结果表明，领导跨界行为作为一种潜在的工作资源，通过提高员工自我效能感来增强员工建言行为。我们的调节中介模型结果还表明，作为一种潜在工作需求，焦点领导的辱骂性监督会通过削弱员工自我效能感来减弱领导跨界行为对员工建言行为的有益影响。这些发现凸显了领导跨界行为在增强员工建言行为方面的重要性、员工自我效能感作为关键中介机制的作用，以及焦点领导的辱骂性监督作为这些关系中可预防的边界条件的作用。我们还讨论了理论和实践意义。
