A Cross-level Research On Inclusive Leadership、Caring Ethical Climate And Employee Voice Behavior

The development of big data era and rapidly changing in market environment brought more opportunities and challenges for enterprises, while the organization required more adaptability and flexibility. Currently, the vast majority of enterprises adopted flexible working team to work, because high-performance teams can successfully stimulate synergies between members. In the field of OBHR, large number of studies found that team leader have found potential to inspire the team members and inspire the team morale, which can create a good atmosphere to stimulate team members to work autonomously, leading the team to achieve high job performance. Through communicating with the team members, improving work attitude and changing problem-solving methods, team leaders could affect team morale, team communication efforts, team member relations and team performance. Therefore, in order to improve the work team effectiveness, it became critical to investigate which type of leadership, leadership behavior and leadership working methods can be conducive to the team development, which led the team to achieve high performance.As an emerging research field of leadership, Inclusive Leadership reflected the new style of leadership demands by researchers and practitioners in specific background,which was a leadership way that can better integrate people and things, adapting complex management style, as well as better adapt to the current new management situation. Therefore, based on social exchange theory, organizational support theory and self-determination theory and combined with Chinese enterprise practice, this study took inclusive leadership as the core variable, building the research framework. Based on corporate team practice in the Chinese context, we collected questionnaire survey data from 329 team members of 105 teams in 6 cities and drew the following conclusions:Firstly, as an open and constructive leadership behavior, inclusive leadership existed within the team, and it consisted of openness, accessibility and availability three dimensions.Secondly, inclusive leadership was positively associated with employee voice behavior. Team leadership which showed the inclusive leadership style would positively affected team members voice behavior.Thirdly, three dimensions of inclusive leadership and two dimensions of employee voice behavior were significantly positive correlation. Among them, openness, accessibility, availability three dimensions were positively correlated with promotional voice behavior and inhibitory voice behavior.Forthly, caring ethical climate played an intermediary role between inclusive leadership and employee voice behavior. It also took intermediary effects in the relationship between inclusive leadership openness, accessibility, availability and promotional voice behavior and inhibitory voice behavior.