An Empirical Research On The Effects Of Empowering Leadership Behavior On Knowledge Employees’ Voice Behavior

Voice behavior refers to the employees’ extra role behavior for constructive improvement.As the important human capital of the organization， knowledgeable employees’ voicebehavior seems especially significant. The purpose of humanistic management ispeople-oriented， whose key point moves from manager as the center to a subordinatecentered. What’s the inner link between the voice behavior and self-efficacy of thesubordinate and the empowering leadership behavior of the manager? And how to explain theinteraction mechanism? The above problems are still need to be answered as the shortcomingsin the existing literatures.In the part of theories research， the paper reviews and comments the related literatureabout voice behavior， empowering leadership behavior， self-efficacy， emotion andperson-organization fit. Then it puts forward the research train of thought from theself-cognitive perspective， namely empowering leadership behavior can influenceemployees’ voice behavior through self-efficacy. It also discusses the theory of emotion andperson-organization fit to explore the regulation effect. And this paper puts forward theresearch model about the effects of empowering leadership behavior on knowledgeemployees’ voice behavior from the self-cognitive perspective.In the part of substantial evidence studies， this paper gives the verification to thetheories by adopting questionnaire and the statistics analytical methods which concludes threeparts. The first part adopts the corrected item-total correction （CITC） and Cronbach’s α totest the reliability of formal scale， using exploratory factor analysis （EFA） to test theconstruct validity of the scale， confirmatory factor analysis （CFA） to test convergentvalidity and discriminated validity. The second part uses the independent samples T test andsingle factor analysis of variance to test whether demographic variables influence theemployees’ self-efficacy and voice behavior. The third part uses the correlation analysis andregression analysis to test the research hypothesis.The study discovers that empowering leadership behavior has positive effection onknowledgeable employees voice behavior， which especially through self-efficacy as anintermediary variable. Knowledgeable employees’ emotion status （which includes positiveemotion and negative emotion） and person-organization fit can moderate the positiveeffection from self-efficacy to voice behavior. The above findings， take the knowledge staff as the object， provide more reasonable explanations for the mechanism of action fromthe antecedent variables of empowering leadership behavior， the intermediary variable ofself-efficacy， the dynamic and contextual interference of voice behavior. The the researchenlightens the self-efficacy， as an endogenous motivation， plays an important role inemployees’ voice behavior. When managers take the empowering leadership behavior， theyshould focus on the training and opportunity providing to the subordinates and and， andalso pay attention to the construction of employee emotion management and organizationalculture.