The Relationship Between Inclusive Leadership And Employee's Voice Behavior In Start-ups

In theera ofmass entrepreneurship and innvation,the enthusiasmfor entrepreneurship has soared,and start-ups are gradually becoming an important participant in the market economy,which has brought fresh power to the development of economy.However,because the establishment of the time is not long,the organizational structure of the start-ups is a little imperfect,and it is facing with a series of uncertain factors,the environment of survival and development is facing a huge test as well.Therefore,the development of start-ups requires the joint efforts from leaders and employees,and actively offer advice and suggestions can make start-ups grow as soon as possible.The employee voice behavior is a positive extra-role behavior,in other words,the staff will provide improvement advice for the existing organization problems or for the better development of the organization.For the immature organization integrity of the start-up enterprises,employee voice behavior can provide a plan for the improvement and development of the organization.When an individual has strongly sense of psychological security,it is unnecessary for him to worry about the trouble caused by personal behavior;The higher individual self-efficacy,the more positive extra-role behaviors he will show easily resulted from that he will firmly believe that he has enough capacity to do the immediate work.Inclusive leadership is that leader will tolerate the negligence or error from subordinates and encourage subordinates to innovate positively.Under this management leadership situation,the employee's psychological sense of security and self-efficacy will become relatively high,and then the employee will easily perform and bear more extra-role behaviors which are good to the development of organization.Therefore,for the start-up enterprises,it is essential to take promoting subordinates' actively offer advice and suggestions for the development of the organization as the goal,actively increase the staff's sense of psychological security and self-efficacy,and product inclusive leadership.This study follows the idea of posing questions firstly,analyzing problems secondly,and solving problems finally.On the basis of the theoretical system of architecture and with empirical analysis,this paper analyzes the internal mechanism between inclusive leadership and employee voice behavior.First ofall,the paper make a literal review ofdomesticand foreign research on inclusiveleadership,employee'ssenseof psychological security,self-efficacy and voice behavior.Secondly,this paper lays the foundation for the model construction through summarizing the related classical theory of the above four variables.Thirdly,it is empirical analysis.Which is including three main parts: the appearance of research hypothesis and model building,pretesting and scale correction,data analysis and hypothesis test.Through the pretesting,try to complete the test and correction of the scale and get a formal research questionnaire,then on this foundation,the formal research is finished.Besides,through descriptive statistical analysis,variance analysis of demographic characteristics,correlation analysis,regression analysis,we complete the data analysis,and finally obtain the hypothesis verification results.Lastly,the research results are summarized and the limitation isanalyzed.The results of this study show that the dimensions of inclusive leadership are positively related,and the sense of psychological security and self-efficacy are playing a mediating role between inclusive leadership and employee voice behavior.On this basis,this article presents management strategies to improve employee's extra-role voice behavior from the aspects of perfecting all rules and regulations and constructing inclusive organization;Selecting the inclusive leader,conducting inclusive leadership model;Establishing inclusive organization atmosphere and improving the employee's sense of psychological security;Building incentive system to improve the staff's self-efficacy and so on.