The Effect Of Differential Leadership On Employeevoice Behavior

In the Chinese mainland organizational context, differential leadership is a very common leadership style. Close subordinates will get more attention and favor, while others will not be so subordinate treatment. Such differences have favoritism style leadership style is Differential leadership.Previous research literature review on differential leadership, research on differential leadership in its infancy stage and theory and practice of a handful. 600 questionnaires were allocated in this study, five cities in the country’s institutions, employees, 511 valid questionnaires received. In this study to explore in depth of differential leadership, employee voice behavior, organizational commitment, perceived insider status and personal identity traditional this five variables.In this study, finally drawn conclusions as follows:1. Organizational commitment and the identity of the internal perception play a totally multiple intermediaries role in the differential leadership impact on employee voice behavior.2. Organizational commitment partially mediated the impact of differential leadership and employee promotional voice behavior; organizational commitment and the identity of the internal perception totally mediated the impact of differential leadership and employee inhibitory voice behavior.3. Differential leadership, organizational commitment, voice behavior and personal identity traditional constitutes a moderated mediation model between this four variables.4. Personal identity traditional moderate front and back path of the mediation model, but affect the direct path of differential leadership and employee voice behavior.5. Undergraduate and graduate employees gets higher voice behavior average score, but they exhibit improve of score is different. Undergraduate employees’ score improve is more acute, and graduate employees’ score improve gentle.