| China is undergoing dramatic economical and social changes.In the background of this time,the business development environment entered a new era.Based on the era of information,big data and artificial intelligence,for enterprises,the role of infomation is becoming more and more prominent.Traditional management model,"leadership decision-making and subordinate implementation",has been not suitable for enterprises' sustainable development.Enterprises need to change their leadership style to encourage employee voice behavior.This study is focus on how the servant leadership impact on employee voice behavior.The influence of leadership style on employee behavior does not happen at once.Psychological perception is the bridge linked between leadership style and employee behavior.Based on the research idea,"leadership style?psychological perception ?employee behavior",this paper takes perceived insider status as a mediating variable to explore the inherent mechanism between servant leadership and employee voice behavior.In addition,the influence of leadership style on employee behavior may show differences due to the extent of exchange between leaders and employees.The exchange relations in social networks are affected by other exchange relationships.In this study,the leader-member exchange is used as a moderating variable to explore the moderating effect of leader-member exchange.Three research methods,literature research,questionnaire and interview,are used in this study.Social exchange theory is taken as the main theoretical basis,and social learning theory and social comparative theory are taken as the theoretical supplements.Servant leadership,perceived insider status,leader-member exchange and employee voice behavior are taken as research variables,which help to build a theoretical research model to explore their roles in Chinese context.This study designs a good-reliability and validity questionnaire by translation and back-translation.404 employees from 12 cities,including Jinan,Qingdao,Beijing,Shenzhen and Shanghai,take part in this survey,and the valid questionnaires are 316.SPSS 20.0 and Mplus 7.4 are used for data analysis and hypothesis test.The conclusions are as follows.(1)servant leadership can positively affect employee voice behavior and its two dimensions are about the promotive voice and the prohibitive voice.(2)perceived insider status plays a mediating role in servant leadership and employee voice behavior and its two dimensions;servant leadership can positively affect perceived insider status;perceived insider status is positively correlated with employee's voice behavior and its two dimensions.(3)leader-member exchange can positively moderate the positive correlation between servant leadership and perceived insider status,servant leadership and employee voice behavior and its two dimensions.Leader-member exchange has the moderating effect.Based on the above research findings,the following management implications are proposed.Firstly,leaders should change their traditional leadership thinking and style,adapt to the ever-decreasing power distance,and adopt the servant leadership style which focuses on serving employees.Secondly,leaders should take into account the role-based economic relationship and the out-of-role emotional relationship between the organization,leadership,and employees,and enhance the employees' perceived insider status.Thirdly,strengthen the quality of leader-member exchange and reduce its differences.Fourthly,enterprises should encourage and support employees' voice behavior,improve the participation of the employees,and give full play to the role of employee voice behavior in the development of the enterprise.Fifthly,integrate various factors to promote organizational effectiveness and sustainable development.Follow-up studies can further explore this research from several aspects,such as increasing sample size and diversity,expanding research content and frameworks,and developing scales for the Chinese context. |
PDF Full Text Request