The Effect of Boundary-spanning Leadership on Self-efficacy, Extra-role Behavior, and Absorptive Capacity

경계연결리더십이 조직구성원의 자기효능감, 역할 외 활동, 그리고 흡수역량에 미치는 영향

  • 권정언 (중부대학교 원격대학원 진로직업컨설팅학과) ;
  • 우형록 (경기대학교 융합교양대학)
  • Received : 2019.01.23
  • Accepted : 2019.03.04
  • Published : 2019.03.31


Due to the uncertainty of dynamic business environment, modern organizations have been giving attention to dynamic capabilities beyond traditional notion of core competence. Among them, absorptive capacity and boundary-spanning activity are considered the most important. The former refers to activities regarding acquisition, assimilation, transformation and exploitation of internal and external knowledge. The latter is composed of boundary-loosening and boundary-tightening activities to detect internal or external information and then to preserve, protect, or acquire resources. Thus, both have achieved wide recognition as a potential source of change and innovation. This study investigated the cross-level relation between boundary-spanning leadership at team level and absorptive capacity at individual level. We also explored self-efficacy and extra-role behavior that can affect employees' absorptive capacity. To test multi-level analysis, the survey data were collected from 862 members in 137 teams of different firms. Results revealed that boundary-spanning leadership had the positive cross-level impact on absorptive capacity in the team context. Moreover, absorptive capacity was positively associated with self-efficacy and extra-role behavior at individual level. Based on these findings, we provided theoretical and practical implications to address rapidly changing environments and discussed limitations of this paper for further research.


Supported by : 한국연구재단


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