{"title":"Exploring the impacts of leader anger expressions on employee boundary-spanning behavior in construction projects","authors":"Fei Kang, Yifei Shi, Jiyu Li, Han Zhang","doi":"10.1108/ecam-04-2024-0407","DOIUrl":null,"url":null,"abstract":"<h3>Purpose</h3>\n<p>Despite the increasing importance of boundary-spanning behaviors in construction projects, the research on how leader anger expressions impact employees’ boundary-spanning behaviors remains unclear. This study aims to investigate the impact of leader anger expressions on employees’ boundary-spanning behaviors in construction projects while exploring the mediating effect of work hope and the moderating effect of power distance orientation through the lens of social information processing theory.</p><!--/ Abstract__block -->\n<h3>Design/methodology/approach</h3>\n<p>The empirical data were collected from a questionnaire survey of 235 employees in construction projects, and the hypotheses were tested using the PROCESS program developed by Hayes.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p>This study demonstrated that leader anger expressions negatively affect employees’ work hope, and work hope mediates the relationship between leader anger expressions and employees’ boundary-spanning behaviors. Besides, the stronger the employees’ power distance orientation, the stronger the negative relationship between leader anger expressions and employees’ work hope, and the above mediating effect was also stronger.</p><!--/ Abstract__block -->\n<h3>Research limitations/implications</h3>\n<p>The use of cross-sectional data was unable to entirely infer a causal relationship between leader anger expressions and employees’ boundary-spanning behaviors. Additionally, the reliance on self-reported data inevitably introduced some common method bias.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p>Applying social information processing theory, this paper enriches the discourse on factors influencing employees’ boundary-spanning behaviors in construction projects. It also offers valuable insights for leaders in construction projects to manage their teams effectively.</p><!--/ Abstract__block -->","PeriodicalId":11888,"journal":{"name":"Engineering, Construction and Architectural Management","volume":null,"pages":null},"PeriodicalIF":3.6000,"publicationDate":"2024-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Engineering, Construction and Architectural Management","FirstCategoryId":"5","ListUrlMain":"https://doi.org/10.1108/ecam-04-2024-0407","RegionNum":2,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"ENGINEERING, CIVIL","Score":null,"Total":0}
引用次数: 0
Abstract
Purpose
Despite the increasing importance of boundary-spanning behaviors in construction projects, the research on how leader anger expressions impact employees’ boundary-spanning behaviors remains unclear. This study aims to investigate the impact of leader anger expressions on employees’ boundary-spanning behaviors in construction projects while exploring the mediating effect of work hope and the moderating effect of power distance orientation through the lens of social information processing theory.
Design/methodology/approach
The empirical data were collected from a questionnaire survey of 235 employees in construction projects, and the hypotheses were tested using the PROCESS program developed by Hayes.
Findings
This study demonstrated that leader anger expressions negatively affect employees’ work hope, and work hope mediates the relationship between leader anger expressions and employees’ boundary-spanning behaviors. Besides, the stronger the employees’ power distance orientation, the stronger the negative relationship between leader anger expressions and employees’ work hope, and the above mediating effect was also stronger.
Research limitations/implications
The use of cross-sectional data was unable to entirely infer a causal relationship between leader anger expressions and employees’ boundary-spanning behaviors. Additionally, the reliance on self-reported data inevitably introduced some common method bias.
Originality/value
Applying social information processing theory, this paper enriches the discourse on factors influencing employees’ boundary-spanning behaviors in construction projects. It also offers valuable insights for leaders in construction projects to manage their teams effectively.
期刊介绍：
ECAM publishes original peer-reviewed research papers, case studies, technical notes, book reviews, features, discussions and other contemporary articles that advance research and practice in engineering, construction and architectural management. In particular, ECAM seeks to advance integrated design and construction practices, project lifecycle management, and sustainable construction. The journal’s scope covers all aspects of architectural design, design management, construction/project management, engineering management of major infrastructure projects, and the operation and management of constructed facilities. ECAM also addresses the technological, process, economic/business, environmental/sustainability, political, and social/human developments that influence the construction project delivery process.
ECAM strives to establish strong theoretical and empirical debates in the above areas of engineering, architecture, and construction research. Papers should be heavily integrated with the existing and current body of knowledge within the field and develop explicit and novel contributions. Acknowledging the global character of the field, we welcome papers on regional studies but encourage authors to position the work within the broader international context by reviewing and comparing findings from their regional study with studies conducted in other regions or countries whenever possible.
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