The Research On The Effect Of Charismatic Leadership On Employees' Silence Behavior

In the current competitive environment,enterprises want employees to have more initiative.But in reality,many employees know about the problems of the enterprise or the methods of improvement,when the enterprise asks for advice,they choose to be silent.In analyzing the causes of employee silence behavior in an organization,leadership style is considered as an important factor.The existing literature mainly focuses on leadership styles such as patriarchal transformational leadership,but there is no research on the influence of charismatic leadership and employee silence behavior.Charismatic leadership is a kind of leadership mode that influences subordinates' behaviors through personal charm.Charismatic leaders place more emphasis on personal attractiveness and perception than on position authority,compared with other leaders.In the same crisis situation,charismatic leaders can make employees show more positive behaviors through their role models.In addition,leadership behaviors often have an intuitive impact on employees through the transmission of certain intermediary variables,and employees' silence behavior is often the reaction of their internal emotions.Organizational commitment plays an important role in the study of the influence of leadership behavior on employees,and it is also an intermediary variable that has not been introduced in previous studies on the relationship between leadership type and employee silence behavior.Therefore,this paper introduces organizational commitment as an intermediary variable into the study of charismatic leadership on employees' silent behaviors.On the basis of reviewing and summarizing the existing literature,taking charismatic leadership as independent variable,employee silence behavior as dependent variable,organizational commitment as intermediary variable.This study establishes a theoretical model of Charismatic leadership-Organizational commitment-Employee silence behavior.This study adopts the questionnaire survey method,through the network and the field distribution method.A total of 325 valid questionnaires were collected from employees in enterprises in Liaoning province.The effective recovery rate of questionnaire is 90.03%.SPSS and AMOS statistical analysis software were used for empirical analysis of the data.The research hypothesis and theoretical model proposed in this study were tested.Research shows that:(1)Charismatic leadership has a significant negative impact on employees' silence behavior.The more charismatic leaders employees perceive,the less silent behaviors of employees.(2)Charismatic leadership has a significant positive impact on employees'.organizational commitment.The more charismatic leaders employees perceive,the higher level of organizational commitment.(3)Organizational commitment has a significant negative impact on employees' silence behavior.The lower the level of employees'organizational commitment is,the more likely they are to remain silent in the organization if they have no deep feelings and sense of belonging to the enterprise.(4)Organizational commitment plays an intermediary role in the relationship between charismatic leadership and employees' silent behaviors.The higher the level of organizational commitment,the higher the perceived charismatic leadership.This will inhibit the generation of negative organizational behavior,so as to reduce the occurrence of employee silence behavior.(5)The type of enterprise has a significant difference effect on employees' silence behavior.In order to make enterprise managers pay attention to employees' silence behavior and restrain employees' silence behavior,the following management suggestions are put forward according to the research conclusion.(1)Enterprises should strengthen the appointment and trait cultivation of charismatic leaders.(2)Focus on the construction and enhancement of organizational commitment.,(3)Using modern platform to establish efficient internal information communication channels and positive corporate culture.(4).Enterprises should establish a fair decision-making process and improve the supervision and feedback system.(5)Factors related to silent behavior were incorporated into the recruitment,selection and training system.