The Impact Of Benevolent Leadership On Employee Voice: The Mediation Role Of Employee’s Sense Of Safety And Personal Status

With the rapid development of market economy, enterprises confront a variety of newproblems while access to lots of development opportunities, to discover the problems so asto solve them is particularly important to enterprise’s development. In this context, whilecompanies need to strengthen the management or reform of organizational structure, there isalso an urgent need for employees to play an "active agent" role. As the main businessactivities, staff’s suggestions and wisdom play a unique role in the development ofenterprises. Considering the risk trait of voice behavior, psychological safety of employee isan important predicting factor of voice. Different leadership styles can affect employee’svoice because leader generally is the object of voice. This study explores the impact ofbenevolent leadership on employee voice in Chinese organizations. In addition, organizationexists a hierarchical difference of power and status between leader and employee, as a leaderwith high power, his power level is bound to affect employee’s behavior, including voice.Therefore, to analysis the impact of organizational leader style on employee voice and itsmechanism has an important significance.In this study, on the basis of "Leadership-Member Exchange Theory" and "regulatoryfocus theory", we adopt questionnaires to study how benevolent leadership affect employeevoice in the organization which is under the background of traditional Chinese culture, andexplore the mediations of employees’ sense of safety and personal status in the relationshipof "benevolent leadership–employee’s voice", and the moderation of leadership power.Specifically, matching between the superior and subordinate, the423questionnaires arecollected from the state-owned enterprises and institutions, the data is used to investigate themediations of employees’ sense of safety and personal status in the relationship of"benevolent leadership-employee voice", and the moderation of leadership power.The results showed that:(1) there is a positive impact of benevolent leadership on employee’s voice.(2) employee’s sense of safety and personal status play an mediation rolein the relationship of "benevolent leadership-employee voice".(3) leadership power is notonly negatively moderates the relation of "benevolent leadership-employee voice", but alsonegatively moderates the relations of "benevolent leadership-employee’s sense of safety”and "benevolent leadership-employee’s sense of personal status”.(4) the interaction ofbenevolent leadership and leadership power takes employee’s sense of safety as anmediation, but also take the sense of personal status as an mediation, then impact employeevoice, showing a mediated moderation. Finally, the findings are discussed and explainedwith some theories, then the lack and the future outlook of the research are mentioned.