A Study On The Relations Of Paternalistic Leadership,LMX And Emplyess’ Voice Behavior

With the development of social economization, organization operating management hasbecome increasingly competitive and complex. In this economic environment, to solve theproblems faced by enterprises merely dependent on enterprise management level isdetrimental to long-term corporate development. At present, more and more enterprises startto arouse employees·initiative and enthusiasm by adopting measures, encouraging the staff tooffer advices for long-term corporate development rather than just to complete their ownwork. Therefore, staff·s voice behavior, a kind of extra-role behavior, has drawn extensiveattention from scholars. At present, cultural diversity has got increasingly involved inmanagement research, so to study the employees· voice behavior in Chinese enterprises, it·snecessary to proceed from China·s cultural background. For this reason, this paper introducespaternalistic leadership, to discuss the impact of the benevolent leadership, moral leadershipand authoritative leadership in this leadership pattern on employees· voice behavior in thespecific context of Chinese culture.After a summary of the previous literatures, this paper proposes a research model andresearch hypothesis. Then, questionnaires are issued for data collection. Finally,306effectivequestionnaires are taken back. Such statistical software as SPSS17.0and MPLUS6.0are usedto make credit analysis, validity analysis, correlation analysis, regression analysis andmesomeric effect analysis, to test the hypothesis proposed in this paper.The empirical results indicate that staff·s different ages, educational levels, positions,work seniorities and relations with leadership all have impacts on their voice behavior. Bothbenevolent leadership and moral leadership have significant positive impacts on inhibitoryand facilitative suggestions, while authoritative leadership only has significant negativeimpacts on facilitative suggestions; benevolent leadership, moral leadership and authoritativeleadership have appreciable impacts on leader-member exchange; leader-member exchangehas significant positive impacts on both inhibitory and facilitative suggestions;leader-member exchange serves for an intermediary not only between benevolent leadership&moral leadership and facilitative suggestions&inhibitory suggestions, but also betweenauthoritative leadership and facilitative suggestions. At the end of this paper, the empirical results are discussed and the followingmanagement implications are proposed to enterprises:1, set up a good leadership style;2,temper justice with mercyμ appropriately;3, build a high-quality exchange relation;4, createa good voice climate;5, establish a multichannel voice mechanism;6, establish an incentivesystem for voice behaviors.