Research On The Relationship Between Transformational Leadership、Transactional Leadership And Trans-department Voice

With the rapid development of information technology and economic globalization today, the companies’business environment is increasingly competitive, such as increasing market uncertainty, rapidly changing customers’ needs and significantly reduced product cycles. In this context, a single kind of knowledge or skills cannot meet the needs of innovation. Only breaking down barriers between different individuals and departments, promote cooperation and communication between departments, play the advantages of different departmental staff, could support modern enterprise’operations and promote organizations’ innovation and development. In today’s organizations operation, cross-sector and cross-functional cooperation has been increasing. Due to the different functions of the organization and allocation of resources in specific sectors of the organization, when employees could discover the problems or ponder recommendations to improve organizational performance from different views, they may need to put forward suggestions to some other departments’leaders to promote the measures’ implementation of organizational performance. Based on the original literature review, combining with the existing theories of voice, it selects trans-department voice as the dependent variable. As a special form of voice, trans-department voice refers to the action that employees put forward problems exiting in organization or make suggestions or comments to improve organizational effectiveness. Employees from different departments have different knowledge, experience, information and other resources, so trans-department voice break the limit of the resources and knowledge within the sector, using different basic knowledge generate new perspectives, improve organizational insight and make more in-depth views and opinions. It will be more conducive to enterprises’ reform and innovation to promote the upgrading of their overall performance.From previous studies, staff characteristics, organizational context and leadership behavior are the main factors affecting employee suggestions (Pan Jinyun et al.,2011). Leaders are the main target and resource provider of employee voice, whose words and actions have a direct impact on employee behavior, so whether the employees are willing to offer voice or not has a great relationship with the leader’s leadership style. Transformational leader has courage to accept and take initiative action. It will be able to adapt to society’s need of employees to beyond the constraint of rules and solve problem creatively. Although the leadership style is an important situational factor for employees’voice, trans-departmental voice is very important for the organizational survival and development, in reality, many employees still cannot propose trans-department voice freely. Trans-department voice refers to different departments and its object is the leader of the department which receives the voice. It may be the leaders’style of different department impact on employees’act. Based on the need of theory and reality and in order to promote trans-department voice, this study will testify the relationship between the transformation leadership of the leader who receives the voice and trans-department voice to provide the suggestions for organizational trans-department voice behavior.There are six parts of this study. The first part is an introduction, describing the background and ideas, theoretical and practical significance and research methods of this article. The second part is the literature review, which mainly reviews and defines the concepts of the transformational leadership, transactional leadership and voice. The Third part is the research model and assumptions, which build up the model based on related theory and studies and discuss the relationship between variables to put forward the assumptions. The fourth part is the part of the study design, including the definition, collection and design of questionnaire, as well as reliability and validity test. The fifth part is the data analysis and testing, which is the main part of this study. The sixth part is epilogue and prospect, explaining the results of hypothesis and providing ideas and recommendations on the promotion of trans-department voice. Finally, it will summarize the deficiencies of this study and future research directions.Main innovations in this paper are the following two points:first, trans-department voice is the expansion and extension for voice study and is a detailed study for different forms’ voice. At the same time, in the Chinese context, the positive influence effect of transformational leadership style of voice department leaders on trans-department voice has also enriched the study of leadership theory, especially the study of the effect of transformational leadership style. Second, trans-department voice as an intersection of trans-department cooperation and voice, enriches the research of trans-department cooperation. By this form, it could make up for the limitation of a single department’ knowledge and resources, promote communication among departments, improve the overall efficiency of the organization, and have a reference to trans-department cooperation.