The Effect Of Authentic Leadership On Employees' Voice Behavior:Moderated Mediating Effect

In today's society,the competition among enterprises is becoming increasingly fierce.It is necessary to constantly reform and innovate to be the market leader.As one of the most valuable strategic resources,human resources can help their enterprises to respond to external pressure and competitions.As executors of corporate decisions,employees are more intuitively exposed to the process and results of decision-making and have better knowledge about the disadvantages of the decisions that are made;therefore,employees may propose better solutions on how to solve problems and improve the organization.Previous studies have shown that leadership styles have important effect on employees' voice behavior.Particularly,authentic leadership,as an important style of leadership,has a positive impact on employees' voice behavior.Thus,this study would focus on the factors that affected employees' voice behavior and the effect mechanism.Leadership style could influence employees' voice behavior and authentic leadership(a kind of leadership style)could promote voice behavior.This study would explore the effect mechanism of authentic leadership on employees' voice behavior.The study recruited 553 employees to completed authentic leadership questionnaire,psychological empowerment questionnaire,perceived organizational support questionnaire and employees' voice behavior questionnaire.SPSS 20.0 and M-plus 7.0 were used to analysis the data.The results showed that:(1)There were significant gender differences in psychological empowerment and no significant gender differences in authentic leadership,perceived organizational support and employees' voice behavior.There were significant differences between perceived organizational support for employees with different educational backgrounds and employees' voice behavior.There were no significant differences between authentic leadership for employees with different educational background and psychological empowerment.In addition,all differences were significant for in psychological empowerment,authentic leadership,perceived organizational support,and voice behavior in employees with different employers,service years,incomelevels,and occupational groups.(2)Authentic leadership,psychological empowerment and perceived organizational support were positively correlated with employees' voice behavior.(3)Authentic leadership could promote employees' voice behavior.(4)Psychological empowerment partially mediated the relationship between authentic leadership and employees' voice behavior.Authentic leadership could influenced employees' voice behavior through psychological empowerment.(5)Perceived organizational support moderated the relationship between psychological empowerment and employees' voice behavior.The effect of psychological empowerment on employees' voice behavior was stronger for employees who perceived more organizational support.(6)The effect of authentic leadership on employees' voice behavior was moderated mediating effect.