PurposeThe purpose of this research is to examine the positive relationship between leader's boundary-spanning behavior and employee creative behavior. Moreover, the research investigates a three-way effect by exploring leader's boundary-spanning behavior, need for status and creative self-efficacy on employee creative behavior.Design/methodology/approachThe authors conducted a cross-sectional survey involving 260 supervisor-subordinate dyads from various companies in South Korea. The research tests the hypotheses through a hierarchical regression analysis.FindingsThe authors provided empirical evidence that leader's boundary-spanning behavior positively related to employee creative behavior. Moreover, the result demonstrated that the effect of leader's boundary-spanning behavior on creative behavior was the strongest in the context of high need for status and high creative self-efficacy.Research limitations/implicationsThe research contributes to the three streams of literature on boundary spanning, creativity, and leadership by exploring leaders' boundary-spanning behavior, employees' need for status, and employees' creative self-efficacy.Practical implicationsThe findings suggest that organizations should promote leaders' boundary-spanning behavior, thereby enhancing employees' creative behavior. Also, the study highlights the critical role of individual factors, such as the need for status and creative self-efficacy, and situational factors that determine the level of creative behavior.Originality/valueIntegrating the componential model of creativity and the interactionist perspective of creativity, this research examines the positive influence of leaders' boundary-spanning behavior on creative behavior. Furthermore, the research exhibits how leader's boundary-spanning behavior, need for status and creative self-efficacy could develop creative conditions to promote employee creative behavior.