Is the door really open? A contingent model of boundary spanning behavior and abusive supervisory behavior

Although research suggests that subordinates’ boundary spanning may result in unintended negative responses from their supervisors, little is known about which supervisors are likely to react adversely and which are not. We draw on self-protection theory to answer this question. Specifically, we argue that when supervisors experience low levels of managerial self-efficacy, boundary spanning behavior threatens their perceived work status within the team, resulting in abusive supervisory behavior. The results of two field survey studies and an experimental study support our hypotheses. Our research identifies managerial barriers that may hinder boundary spanning behavior at work and provides invaluable insights into how upper-level organizations may create constructive work contexts that encourage employees to engage in such behavior.