The Influence Of Empowering Leadership Behavior On The Voice Behavior: The Role Of General Self-efficacy

More and more organizations begin to see the importance of employees’ power and creativity because of the more and more complex and serious survival environment. Surveys have shown that nearly 70% new ideas or uncover of problems are come from junior staff or employees working at the production line. Therefore, it’s very critical for managers or leaders to find out how to encourage employees to express or promote their ideas or thoughts at their own willingness. As an important manifestation of employee motivation and initiative, employee voice behavior has got the attention of academic scholars in organization and management fields. Employee behavior is the joint result of the organizational environment and individual psychological factors. It can also be understood as a process in which the situational factors affect the psychological perception of employees and the perception dominate the employee behavior. As an important part of the organization situation, leaders can directly influence the employees’mood, attitude and behavior. Above all, this paper aims to explore the impact of specific leadership behaviors on employee behavior, which means to clarify the mechanism empowering leadership behavior works on voice behavior.After analyzing and summing up the current literature, based on the main line "Empowering leadership behavior-General self-efficacy-Voice behavior", we come up with hypothesizes. We compile our questionnaire via drawing on the existing ones other scholars developed from domestic or abroad. We ask my classmates and friends who have worked in human resource department for help to send out 350 questionnaires via the internet, and ultimately we collected 318 valid samples. Then, We use the tools of spss18.0 and Amos21.0 to describe the statistic and exam the validation of measurements we used, judge how serious the problem of CMV is, utilize the multiple variables regression to exam our hypothesizes after controlling age education, sale of organization.The results show:firstly, the empowering leadership behavior significantly affects voice behavior, either its dimensions(ego, personnel development support, process control, participial decision-making, coaching). Secondly, the empowering leadership behavior significantly affects general self-efficacy, either its dimensions (ego, personnel development support, process control, delegation of authority, participial decision-making). Thirdly, general self-efficacy positively affects employee voice behavior. At last, general self-efficacy plays an intermediary role in the relationship between empowering leadership behavior and employee voice behavior, specifically in personnel development support dimension, process control dimension and participial decision-making dimension.