The Influence Of Leadership-Member Exchange On Employee Boundary-Spanning Behavior

Nowadays,the development of the Internet and the development of all walks of life has become an inseparable relationship.The arrival of the era of big data and artificial intelligence has accelerated the intelligentization,networking and datamation of the internal and external environment in which enterprises grow and develop.Under this background,enterprises should adapt to the changes of the times and change their development mode in time if they want to maintain their competitive advantage.As the indispensable backbone force in the development of the organization,employees should take advantage of the situation,have the courage to break through and implement positive boundary-spanning behavior.In today's world,it is a good time to take boundary-spanning behavior.Only by learning and learning from each other can enterprises maintain their advantages in the fierce market competition and remain invincible.In order to effectively stimulate the enthusiasm and initiative of employees to participate in boundary-spanning activities,good interaction between leaders and employees is one of the necessary conditions.How to effectively promote employees' boundary-spanning behavior is crucial.Leadermember exchange refers to a mutually beneficial relationship between the leader and the members of the organization,which is based on the previous work interaction between the leader and employees.Good interaction between leaders and employees helps promote a quality exchange relationship of a social nature that goes beyond the scope of the employment contract and is based on mutual respect,trust,contribution and liking.High-quality leader-member exchange helps to enhance the loyalty and sense of belonging of employees to leaders and the organization.Based on the psychology of wanting to return,employees will take the initiative to do something beneficial to leaders and the organization,thus increasing the possibility of employees to participate in boundary-spanning activities.In addition,employees born in the 1970 s,1980s and 1990 s are the main force in modern enterprises.However,due to the different personality characteristics of employees from different generations,the relationship between employees with different generations and leaders will also be different,which will lead to the difference in employees' self-efficacy to some extent.This paper mainly explores the relationship between leader-member exchange and employee boundary-spanning behavior,and studies the mediating role of self-efficacy and the regulating role of generational differences between leader-member exchange and self-efficacy.After a relatively complete summary of the existing relevant research results of leader-member exchange,self-efficacy,boundary-spanning behavior and generational differences,a complete set of questionnaires based on leader-member exchange,boundary-spanning behavior,selfefficacy and generational differences were formed by referring to mature scales at home and abroad.Through the form of a questionnaire to survey was conducted among 253 in-service employees,access to research data,and USES the factor analysis of acquired data,variables,correlation analysis,hierarchical regression analysis of scale reliability and validity analysis,inspection leader-member exchange main effect on employees' boundary-spanning behavior and self-efficacy in leader-member exchange and intermediary role between employee boundary-spanning behavior,as well as the generational differences(70's,80's,90's)after the leader-member exchange between the self-efficacy and adjustment,the final the following research conclusions:1.The four dimensions of leader-member exchange--emotion,loyalty,contribution perception and professional respect--all have significant positive effects on boundary-spanning behavior.2.Self-efficacy plays a part of the intermediary role in the relationship between the four dimensions of leader-member exchange: emotion,loyalty,contribution perception and professional respect to employees' boundary-spanning behaviors.3.Generational differences play a significant moderating role in the relationship between the three dimensions of leader-member exchange: emotion,contribution perception and professional respect on self-efficacy.The generation after 90 s has the strongest regulating effect,followed by the generation after 80 s and the weakest the generation after 70 s.In the relationship between the loyalty dimension of leader-member exchange and self-efficacy,the generation after 70 s has the strongest moderating effect,followed by the generation after 90 s,and the generation after 80 s is the weakest.