The Effect Of Transformational Leadership On Employee Voice Behavior:the Mediating Role Of Organizational Identification And The Moderating Role Of Power Distance

Under the increasingly vigorous competitive environment of enterprises, it has become more difficult to rely on the business leaders alone to realize the continuous progress of enterprises. In the big corporate family, what the employees need to complete by themselves is not only their own job, more important is to show more behaviors outside the roles such as voice behavior, innovation behavior and so on. Employees can help the organization to improve the current problems through present constructive suggestions and opinions, and thus enhance the competitiveness of the organization. However, under the specific cultural background of China, emphasizing that "peace is most precious ", in reality, the behaviors of employees are more affected by the staff leadership styles and approaches, thus individuals usually tend to take evasive attitude when employees’ voice is required. Therefore, this paper studied the influence of transformational leadership in various leadership styles on employee voice behavior, and explored the mechanism of organizational identity and employee power distance in this process.This paper employed empirical research methods through the questionnaire survey, and collected 310 valid samples. Through spss18.0 software to demonstrate and analyze related hypotheses and separately verified organizational identity played a mediating a mediating role between leadership and employee voice and the regulating effect of power distance on the above relationship. Drawing the following conclusions:(1) The relationship between transformational leadership and employee voice behavior is positive correlation; (2) The relationship between transformational leadership and organizational identification is positive correlation; (3) The relationship between organizational identity and employee voice behavior positive correlation; (4) Employee organizational identification partially mediated the positive impact of transformational leadership on the voice behavior of employee; (5) Power distance plays a negative moderate role between transformational leadership and organizational identification. Finally, according to the results of this study we suggest that the management proposals and the deficiencies and future research directions in this paper.