Research On The Influence Of Empowered Leadership On Employees’ Speech Behavior

Nowadays,market competition is constantly intensifying,and the game between enterprises is becoming increasingly fierce.If you want to stand firm in such a competitive environment,relying solely on leaders to achieve enterprise development is not feasible.In a company,employees play a very important role.They not only need to complete their own tasks within their job responsibilities,but also need to exhibit behaviors outside of their job responsibilities,such as deviant innovation behavior and constructive behavior.Employees provide guiding suggestions and opinions to the organization,which can help solve problems,improve operational efficiency,and ultimately enhance the overall strength of the organization.However,there is a certain degree of risk in the act of providing feedback,so many employees are unwilling to provide feedback.Therefore,studying the mechanisms that affect employee feedback behavior has important practical significance.Leaders play an important role in influencing employees’ voice behavior.The behavior of employees within an organization is greatly influenced by leadership behavior,and different leadership styles lead to different employee behaviors.As the main body of voice,power distance also affects voice behavior.This study is based on social exchange theory and social cognition theory,and uses them as the theoretical foundation of this article to explore how empowering leadership affects employee voice behavior.The study focuses on four variables: empowering leadership style,employee voice behavior,internal perception of identity,and power distance,as well as literature review.Sort out the literature,summarize previous research,propose relevant hypotheses,and construct a theoretical model.Using existing mature domestic and international scales and conducting preliminary research through the distribution of questionnaires,the reliability and validity of the selected scale are tested.The formal survey was conducted through questionnaire distribution,with a total of 407 questionnaires collected.Finally,descriptive statistical analysis,correlation analysis,and regression analysis were conducted on the collected data using statistical software SPSS27.0 and AMOS23.0 to test the reliability and validity of various variable scales,as well as the mediating effect of employee identity perception and the moderating effect of power distance.After empirical testing,the hypothesis of this study was validated and the following conclusions were drawn: empowering leadership significantly positively affects employee voice behavior;Insider identity cognition plays a partial mediating role between authorized leadership and employee voice behavior;The power distance has a negative moderating effect on the relationship between authorized leadership and employees’ internal identity perception.That is,the higher the employee power distance,the weaker the positive relationship between authorized leadership and employees’ internal identity perception.Finally,based on the research conclusions drawn,this article proposes targeted suggestions for the current problems in management practice,and explains the shortcomings of this study.On this basis,future research is prospected.Through summarizing the findings of this study,the following research recommendations are proposed: firstly,encourage empowering leadership styles,advocate for leaders to empower employees and develop their potential value.Secondly,implement incentives for employees and encourage them to actively engage in constructive behavior.Due to the negative impact of some inhibitory suggestions,empowering leaders should create smooth communication channels within the organization,such as employees being able to privately communicate and exchange opinions with leaders,or adopting anonymous methods.Thirdly,personalized management should be implemented for employees with different power distances.For employees with high power distances,guidance and encouragement should be strengthened.For employees with low power distances,managers can adopt appropriate authorization and group decision-making methods.