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| The Positive and Negative Effects of Leader Boundary Spanning Behavior on Follower Performance |
| SONG Meng，HU Heyan，WANG Zhen，DONG Yujie |
| 1. Beijing University of Technology, Beijing, China; 2. Central University of Finance and Economics, Beijing, China |
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Abstract The current research focus on the positive and negative effects of leader boundary spanning behavior based on employee perspectives. Using a time-lagged experience sampling methodology, the hypotheses are tested in a sample of 72 Chinese R & D employees who completed twice-daily surveys over 10 workdays. Study results confirm that leader boundary spanning behavior promote employee’s task performance through increasing their knowledge acquisition. In addition, leader boundary spanning behavior also reduce employee’s task performance by increasing their workplace anxiety. Employee’s promotion regulatory focus is found to negatively moderate the positive relationship between leader boundary spanning behavior and employee knowledge acquisition. However, employee’s promotion regulatory focus has no significant moderating effect on the positive relationship between leader boundary spanning behavior and employee workplace anxiety.
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Received: 19 August 2019
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