Research On Leader Empowerment Behavior And Employees’ Voice Behavior Based On Psychological Ownership

China’s enterprise is facing the rapidly changing external environment and fierce competition, the uncertainty requires managers to encourage their employees to actively offer advice and suggestions, widely and deeply enrolling in the organizational management. However, voice behavior is a complex phenomenon, it may be associated with risk for challenging, many employees are not willing to make such behaviour. When an employee decides to voice, he or she prefers to take personal risks and has expects that the organization should benefit from his or her voice. This means that the employee have a strong psychological ownership with the enterprise, They put the enterprise as a "home", the work as his own "housework". How to motivate the staff’s psychological ownership, how to encourage employees’ s voice behavior more effectively, is one of the frontier in the field of organizational behavior. The leader is the most closed working partnership with employees, based on the theories on social exchange, this research adopted a psychological ownership perspective to study the relationship of leader empowerment behavior and employees’ voice behavior.In the literature review, I gathered and organized research papers on the topic of leader empowerment behavior and employees’ voice behavior, and their points of view are the base of the research model of this paper. After understanding the relationship of different variables in this research, I build up a research model about the impact of leader empowerment behavior on employees’ voice behavior. In the quantitative part, I select the research sample whose size is 312, and based on first-hand data, I used SPSS to do the linear regression and examined the relationship between leader empowerment behavior and employees’ voice behavior.The study discovers that leader empowerment behavior has positive effection on employees’ voice behavior and psychological ownership plays a part role of the intermediary variables. The results of this research are very valuable. Managers can use different dimensions of leader empowerment behavior to establish a good organizational climate step by step, so that they can stimulate more employees’ voice behavior. Therefore, the main conclusion and its value for business practice will be the most important contribution of this research.