Leadef Empowerment Behavior,Role-Breadth Self-efficacy And Employees’ Voice Behavior:an Empirical Research On IT Enterprise

Recently, with the intensification of competition environment, companies want employees to have more initiative, express their opinion actively, and take more responsibility because it is not enough for the enterprise to just rely on the management’s intelligence if the enterprise wants survival and development. However, most employees are not willing to express their views, share their opinions, ideas and concerns. As a result, there is a significant gap between enterprises’ huge demand for employees’ voice behavior between the extreme lack of employees’ voice behavior, so studying how to motivate the employees’ voice behavior become an urgent need to be solved. At present, most of the scholars’ research about the relationship between leadership behavior and voice behavior is focused on transformational leadership, ethical leadership, leadership leader-member exchange, etc., the study of the relationship between leadership authorization behavior and voice behavior is relatively few.In view of this, this article uses the authorization leadership as the independent variables on the basis of combing the existing literature, taking IT enterprise staff as the research object to research the relationship between the leadership authorization behavior and employee voice behavior. At the same time, this article uses the role of self-efficacy as intermediary variables combining social impact theory with the perspective of self study to study the influence mechanism of leadership authorization behavior on employees voice behavior, and inspect if the role of staff self-efficacy is the extrinsic motivation recommendations of voice behavior from a view of self-knowledge, providing the theoretical framework explaining the relationship between leadership authorization behavior and voice behavior.There are four conclusions in this paper. Firstly, there is significant positive relationship between leadership authorization behavior and voice behavior. For three dimensions of leadership authorization behavior, there are two dimensions including information sharing and help guide are significantly positive related to two dimensions of voice behavior-inhibitory voice behavior and promote voice behavior, and participating in decision-making does not related with voice behavior. Secondly, leader empowerment behavior is significantly positively related to role-breadth self-efficacy. For three dimensions of leader empowerment behavior, two dimensions including information sharing and help guide are significantly positively related to role-breadth self-efficacy, and participating in decision making is not relevant with is not relevant. Thirdly, role-breadth self-efficacy is significantly positively related to voice behavior. Among them, the relationship between role-breadth self-efficacy and inhibitory recommendations are significantly positive correlation, so does the relationship between role-breadth self-efficacy and promote voice behavior. Fourthly, role-breadth self-efficacy plays an intermediary role in the relationship between leader empowerment behavior and voice behavior, which is the partial intermediary role.There are two innovations in this paper. Firstly, this article verifies the relationship between leader empowerment behavior and employees’ voice behavior and the relationship between dimensions of leader empowerment behavior and the dimensions of employees voice behavior. The regression analysis results show that there is significantly positive relationship between leadership authorization behavior and voice behavior. For three dimensions of leadership authorization behavior, there are two dimensions including information sharing and help guide are significantly positively related to two dimensions of voice behavior-inhibitory voice behavior and promote voice behavior, and participating in decision-making does not related with voice behavior. In the future enterprise management, enterprise can obtain management strategies from the above conclusions to improve employees voice behavior, and help enterprises obtain competitive advantage. Secondly, this article discovered that role-breadth self-efficacy plays different roles in the relationship between different dimensions of leader empowerment behavior and the different dimensions of employees’ voice behavior. This study introduces role-breadth self-efficacy as a intervening variable in the relationship between leader empowerment behavior and employees’ voice behavior, building and testing the mechanism model of leader empowerment behavior’ impact on employees’ voice behavior. The results show that role-breadth self-efficacy plays an intermediary role in the relationship between leader empowerment behavior and voice behavior, which is the partial intermediary role. For three dimensions of leader empowerment behavior, role-breadth self-efficacy plays partial intermediary role in the relationship between information sharing and inhibitory voice behavior, information sharing and promoting voice behavior; Similarly, role-breadth self-efficacy plays partial intermediary role in the relationship between helping guide and inhibitory voice behavior, helping guide and promoting voice behavior; role-breadth self-efficacy did not play a mediating role between participating in decision making and inhibitory voice behavior, participating in decision making and promoting voice behavior.