The Impact of Boundary-Spanning Leadership on Employee Innovative Behavior—The Mediating Role of Job Crafting

The Impact of Boundary-Spanning Leadership on Employee Innovative Behavior—The Mediating Role of Job Crafting

Authors

  • Yuan Yu School of Law and Public Administration, Yibin University, Yibin, China
  • Jie Wen School of Law and Public Administration, Yibin University, Yibin, China
  • Jiaxin Xu School of Law and Public Administration, Yibin University, Yibin, China
  • Guiquan Zhou School of Law and Public Administration, Yibin University, Yibin, China
  • Jia Han School of Law and Public Administration, Yibin University, Yibin, China

DOI:

https://doi.org/10.53469/jsshl.2025.08(09).10

Keywords:

Boundary-Spanning Leadership, Job Crafting, Innovative Behavior, Climate for Change

Abstract

Based on social information processing theory, this study constructs a mechanism through which boundary-spanning leadership influences employee innovative behavior. By analyzing survey data from 382 corporate employees, the study found that: boundary-spanning leadership has a positive impact on employee innovative behavior and job crafting; job crafting plays a mediating role between boundary-spanning leadership and employee innovative behavior; climate for change moderates the relationship between boundary-spanning leadership and employee innovative behavior. The findings not only enrich theoretical research on boundary-spanning leadership but also provide practical pathways for promoting employee innovative behavior in organizational management.

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Published

2025-09-29

Issue

Vol. 8 No. 9 (2025)

Section

Articles