A Study On The Influence Mechanism Of Leader-member Exchange On Employee Silence Behavior

In today's uncertain market environment,only depending on the judgment and experience of leaders can not identify and solve all the problems of an enterprise or organization.Therefore,if an enterprise or organization want to have long-term competitiveness,it is necessary to combine the leadership decision-making with the participation of employees and improve the Voice of employees in the field of innovation and management.But in reality,employee is aware of the current problems in the enterprise or organization,and has the means and suggestions to solve the problems and change the status quo,but for a variety of reasons not expressed,such a phenomenon called employee silence(Zheng,2006,2008).Employee silence behavior has great harmfulness to enterprise or organization,and it will bring great loss to the organization.Previous studies on employee silence mostly focus on leadership style and leadership behavior,but a single leadership style or behavior is not enough to explain the cause of employee silence.Leader-member exchange can effectively make up for this deficiency,because the time,energy and resources of leadership are limited,it is impossible to maintain a consistent leadership style for all employees,the leadership differentiates and manages the staff according to the relationship with the staff,will influence the staff's suggestion behavior and the silent behavior to a great extent.In addition,people's behavior is driven by motivation to a certain extent,and the employee's advice and silence behavior in the work is also easily driven by motivation.Amabile(1996)argues that there are workplace factors that can influence employees' positive perceptions of work and their willingness to engage in challenging,risky tasks to achieve intrinsic satisfaction.In this study,intrinsic motivation is introduced as an intermediary variable to explore the relationship between leaders and employees by establishing high-quality interaction,and the relationship between employees and leaders is relatively harmonious,and when the resources of the leader are more inclined to themselves,the employee will feel the sense of satisfaction and participation brought by the work,thus arousing the employee's interest and joy in the work,and then will give more advice to the leader,to break the employee silence.At the same time,employee silence is not only affected by external factors,but also by personal characteristics.The Adjustment Focus reflects the influence of personal factors on employees' silence behavior,so the adjustment focus is chosen as the adjustment variable in this study,wanting to explore how the promotion and defense focus mediates between leadership-member exchange and employee silence,as well as between intrinsic motivation and employee silence,and explore themoderating mediating role that the promotion focus and the defense focus play in the whole model framework.In this study,430 questionnaires were collected,32 invalid questionnaires were rejected,and 398 valid questionnaires were collected.Then,using SPSS,Amos and Mplus statistical analysis software to process and analyze the questionnaire data on the basis of controlling the demographics statistical variables,the theoretical model is tested,the conclusions are as follows:(1)there is a negative correlation between leader-member exchange and employee silence behavior;(2)intrinsic motivation plays a part of mediating role in the negative correlation between leader-member Exchange and employee silence behavior;(3)compared to low promotion focus,high promotion focus can enhance the negative correlation between leader-member exchange and employee silence behavior as well as intrinsic motivation and employee silence behavior;high defensive focus can weaken the negative correlation between leader-member exchange and employee silence behavior as well as intrinsic motivation and employee silence behavior;(4)in the relationship model of leader-member exchange and employee silence behavior,high promotion focus plays a mediating role;however,high defense focus does not play this role.The theoretical implications of this study are as follows:(1)enrich the existing research on the relationship between leader-member exchange and employee silence behavior;(2)identify the mediating role of intrinsic motivation between leader-member exchange and employee silence;(3)the boundary conditions of the influence of leader-member exchange on employee silence behavior are discussed.The implications of this study for management practice are as follows:(1)to provide theoretical support for leaders to listen to the voices of grassroots employees;(2)to provide theoretical support for building rapport between leaders and employees;(3)provide technical tool support for leaders to be good leaders.