The Research Of Paternalistic Leadership On Employee Voice Behavior Under Start-ups

In21st century, for start-ups, the development of organization needs employees to propose more extra-role behaviors good for organization development, instead of simply doing works inside of their responsibility, so as to enhance organizational learning and innovation. Employee voice behavior, one of extra-role behaviors, gets more and more attention from the business and academia community. In start-up companies, mostly paternalistic leadership style, it is the localization of Chinese leadership behavior, is one of the important factors affecting voice behavior. Therefore, in Chinese enterprises, it has a very important practical and theoretical significance when focusing on the study about influence of paternalistic leadership to voice behavior in the start-up enterprises and its mechanism of action.Based on the analysis of the past relevant literature, a hypothesis and a model are proposed from the main point lies in the relationship of paternalistic leadership, organizational psychological ownership and voice behavior. That is to say, superiors’ paternalistic leadership has an effect on subordinates’ voice behavior through the organizational psychological ownership.By the empirical analysis, the data carried out is used to do the descriptive statistics analysis, variance analysis, correlation analysis and regression analysis, the following conclusions are:(1) Employee voice exists differences in different demography variables, among them, voice behavior exists significant difference in degree and position;(2) Organizational psychological ownership exists differences in different demographic variables, among them, organizational psychological ownership exists significant difference in different careers and education background and position;(3) Benevolent leadership has a significantly positive effect on employee voice behaviors, moral leadership has a slightly positive effect on voice behaviors, authority leadership has a significantly negative effect on employee voice behaviors;(4) Organizational psychological ownership has a significantly positive effect on employee voice behaviors;(5) Organizational psychological ownership plays a partial intermediary role between benevolent leadership and employee voice behaviors, it is the same role between authority leadership and employee voice behaviors, while it doesn’t between moral leadership behaviors and voice behaviors. I proposed some management implications from the positions of the organization, leaders and members. In the area of organization, it contains how to arise organizational psychological ownership, manufacturing the atmosphere of competition and cooperation in team, establishing and widening the channel of the enterprise internal communication. In the area of leaders, it contains how to change the employees’risk awareness of proposing suggestions, and make it reasonable to guide the informal organization. In the area of employees, it contains how to improve the employees’voice behavior skills by training. In the paper, I have made brief explanation of the lack and prospect of research.The innovation of this article is that, take start-ups for example, explore how paternalistic leadership affects employees’ advice behavior, the study may enriched the theory of employees’voice behavior and help manage start-ups effectively; at the same time, as a relatively new perspective, organizational psychological ownership, as mediating variables, to study the mechanism of action of paternalistic leadership on employee advice behavior, enrich the employees behavior influence mechanism research.