Linking Employees' Boundary‐Spanning Behaviour to Leadership Emergence: A Social Exchange Theory Perspective

ABSTRACT

This study examined the links between employees' boundary‐spanning behaviour and leadership emergence, focusing on the mediating role of prestige and the moderating roles of coworker support and relational‐interdependent self‐construal. Two studies were conducted to test the hypotheses. Study 1 (experimental survey, N  = 208) tested the mediation hypotheses. Study 2 (questionnaire study, N  = 691) extended Study 1 by examining the moderated mediation model. The results show that employees' boundary‐spanning behaviour is positively related to leadership emergence, which is mediated by prestige. Additionally, coworker support and relational‐interdependent self‐construal moderate the relationship between employees' boundary‐spanning behaviour and prestige. Based on the social exchange theory, this study revealed the mechanisms and boundary conditions of leadership emergence, enriching the literature and expanding the theory's application to organisational behaviour. It suggested that organisations and managers should encourage employees to engage in boundary‐spanning behaviour. This would break down departmental barriers and promote a supportive, collaborative atmosphere, enhancing employees' prestige and leadership emergence.