Abstract:By collecting the data of 499 R&D professionals from 18 New&HiTech enterprises,the study examine the influence of core selfevaluations and leadership style on R&D professionals’ boundary spanning behavior. The results indicate that:(1) core selfevaluations and empowering leadership have positive influence on R&D professionals’ boundary spanning behavior;(2) empowering leadership positively and directive leadership negatively moderate the relationship between core selfevaluations and R&D professionals’ boundary spanning behavior. Finally,the practical implications for team boundary management and directions of future research are discussed.