Study On The Impact Of Authentic Leadership On Employee Voice Behavior

In the era of economic globalization, enterprises are facing increasing pressure. In order to improve their competitiveness in the dynamic and changeable environment, enterprises need to put forward higher demands on leadership behavior of leaders and proactive behavior of employees. Authentic leadership, a new style of leadership, is recognized that can positively influence followers’work attitudes and behaviors. However, in the Chinese cultural context, the mechanism between authentic leadership and employee voice behaviour is still lack of sufficient empirical research. Chinese traditional grade, privilege and high power distance make employees take more individual risk and group pressure to voice in China than in the western society. Therefore, the effect of authentic leadership on voice behavior is uncertain. Based on this uncertainty, it is significant to study how to motivate employees to voice by arousing their self-efficacy. In view of this, the paper is to explore the relationships among authentic leadership, self-efficacy, voice behavior and the internal mechanism between authentic leadership and employee voice behaviour in the context of Chinese culture.First, the paper reviewes the literature of authentic leadership, self-efficacy and voice behavior, proposing the hypothesis on the basis of theoretical analysis, and builds the theoretical model which includes authentic leadership, self-efficacy and voice behavior; Secondly, designing the research questionnaire by using domestic and foreign scale for reference, and acquiring a total of257valid samples by carrying out a survey in enterprises; Thirdly, testing and verifying the hypothesis by analyzing the data with SPSS and AMOS. The research conclusions are showed as follows:(1) Authentic leadership has positive effect on voice behavior. Self-awareness, relational transparency, internalized moral and balanced processing have significantly positive effect on promotive voice. Relational transparency, internalized moral and balanced processing have significantly positive effect on prohibitive voice, but self-awareness doesn’t have positive effect on prohibitive voice.(2) Authentic leadership has positive effect on employees’ self-efficacy. Relational transparency, internalized moral and balanced processing have significantly positive effect on employees’self-efficacy, but self-awareness doesn’t have positive effect on prohibitive voice.(3) Self-efficacy has positive effect on voice behavior and its two dimensions.(4) Self-efficacy plays a partial mediation role in the relationship between authentic leadership and voice behavior. Self-efficacy partially mediates the relationship between relational transparency, internalized moral and balanced processing and two dimensions of voice behavior, but it is not a mediator between self-awareness and promotive voice.