Boundary spanners have a unique organizational role which includes receiving and transmitting information across organization-environment interfaces. As a result, the self-monitoring (ability to perceive social cues and adjust behaviors to fit the situation) of boundary spanners may affect their performance and role perceptions. Data from a two-sample investigation of boundary spanners suggest that self-monitoring is not related to objective indicators of performance or role conflict but is positively associated with role ambiguity. Moreover, these results were not contingent on boundary spanners' job tenure.
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