Linking leader boundary spanning to task performance and its boundary conditions: a conservation of resources perspective

Purpose Drawing on conservation of resources (COR) theory, this research aims to advance the current understanding of leader boundary spanning by examining its effect on task performance, psychological mechanism and boundary conditions. Design/methodology/approach The empirical data were gathered by a paper-and-pencil survey from 155 employee-supervisor dyads working in various industries. Findings Our results indicated that leader boundary spanning is positively related to task performance, mediated by employees’ enhanced self-efficacy. Moreover, the results indicated that the positive effect of leader boundary spanning on task performance via enhanced self-efficacy is strengthened when the level of abusive supervision is low or when the level of an employee’s emotional exhaustion is high. Practical implications Organizations should find a way to facilitate leaders to engage in boundary spanning behaviors since a leader’s boundary spanning behavior enhances task performance through employee’s self-efficacy. Additionally, it is crucial to establish policies and provide training sessions to reduce the occurrence of abusive supervision in the workplace. Originality/value This study gives insights into the current literature by uncovering whether, how and under what circumstances boundary spanning leaders exert influences on task performance via employees’ self-efficacy. Our results showed that the positive effect of leader boundary spanning is likely to be strengthened when boundary spanners do not abuse their employees or when employees are in need of additional resources.