Influences of Boundary-Spanning Leadership on Job Performance: A Moderated Mediating Role of Job Crafting and Positive Psychological Capital

Abstract

Due to the pursuit of a flexible organization, the interest in internal as well as external boundary management has increased as a key to achieve high performance. This study identified boundary-spanning leadership (BSL) as a critical factor enhancing job crafting and job performance of subordinates. By examining the mediating effect of job crafting and the moderating effect of positive psychological capital (PsyCap), the authors aimed to present the effects of BSL assimilating job resources, such as external information and knowledge into organization. Data were collected from 238 workers of 11 companies using questionnaires in South Korea to test the moderated mediation model. The results of regression analysis using LISREL and SPSS, revealed that the manager’s BSL provoked job crafting, which in turn achieved job performance of subordinates. Moreover, PsyCap positively moderated the effect of BSL on job crafting of subordinates. The findings suggested, therefore, in order to maximize the positive effects of BSL in an organization, it should also be necessary to understand and boost PsyCap along with enhancing job crafting.