新疆地处我国西北，是维护边疆安全、保障国家稳定的重要屏障，做好新疆工作不仅关系新疆发展，更关系全国大局，意义重大。在新疆工作的广大公职人员特别是基层公职人员不仅是党中央关于新疆政策的具体执行者，还是各族群众所需公共服务的直接提供者，因与各族群众有着频繁紧密的联系，对于政策的可行性及各族群众的需求有着更为直观的了解，在推进新疆发展稳定改革等事业、促进实现社会稳定和长治久安的新疆工作总目标中起着非常重要的作用。然而在日常工作中，受组织文化、领导风格、同事关系、个人具体情况等多重因素的影响，基层公职人员“集体失语”现象普遍存在。一些基层公职人员无论是在公开场合，还是谈话调研中，都不愿意说真话和心里话，对组织中存在的问题，大多数人选择回避，只说成效，不说问题。基层公职人员的这种沉默行为，不利于公共部门内部的信息沟通，不利于组织决策的科学正确，势必会直接影响政府的管理效能及其提供公共服务的质量，也不利于新疆社会稳定和长治久安各项重点工作的推动，应当引起我们的高度关注。

本文选取新疆T地州公共行政部门4人以上科级科室成员，即本研究所称的基层公职人员为研究对象，通过发放调查问卷447份，结合访谈收集的资料，深入分析影响基层公职人员沉默行为的因素，引入心理资本为中介变量，把领导—成员交换关系作为调节变量，通过对独立样本T检验和方差分析、研究变量的描述性统计和相关性分析以及各变量之间线性回归分析，进一步探究影响基层公职人员沉默行为的因素和机制。

研究发现新疆T地州基层公职人员沉默行为程度较低，对包容性领导的感知、心理资本水平及领导—成员交换关系质量较高。综合分析可得出以下结论：（1）包容性领导对沉默行为具有负向影响、对心理资本具有正向影响；（2）心理资本对沉默行为具有负向影响，在包容性领导与沉默行为的影响中具有中介作用；（3）领导—成员交换关系在包容性领导和沉默行为之间具有调节作用。基于研究结果，结合访谈内容，从领导、个人、组织三个层面提出减少基层公职人员的沉默行为、提升包容性领导风格和基层公职人员心理资本的对策建议。

Xinjiang is located in the northwest of China, is an important barrier to maintain the security of the border and ensure national stability. Do a good job in Xinjiang is not only related to the development of Xinjiang, more related to the overall situation of the country, is of great significance. The majority of public officials working in Xinjiang, especially the grass-roots public officials, are not only the specific implementers of the CPC Central Committee's policies on Xinjiang, but also the direct providers of public services needed by people of all ethnic groups. It has a more intuitive understanding of the feasibility of Xinjiang and the needs of people of all ethnic groups, and plays a very important role in promoting the development, stability and reform of Xinjiang and the general goal of social stability and long-term stability in Xinjiang. However, in daily work, influenced by multiple factors such as organizational culture, leadership style, colleague relationship and personal specificity, the phenomenon of "collective aphasia" among grassroots public officials is common. Some grassroots public officials, whether in public, or in conversation and research, are reluctant to speak the truth and heart, to the problems in the organization, most people choose to avoid, only to say the effectiveness, not the problem. This employee silence of grassroots public officials is not conducive to the communication of information within the public sector, is not conducive to the scientific and correct organizational decision-making, will inevitably directly affect the government's management effectiveness and the quality of its provision of public services, but also not conducive to the promotion of social stability and long-term stability of Xinjiang's key work, should cause us great concern.

In this paper, we selected members of four or more section-level sections in the public administration of Xinjiang T Prefecture, which are referred to as grassroots public officials in this study, as the research subjects, and analyzed in depth the factors influencing the employee silence of grassroots public officials by distributing 447 questionnaires and combining the information collected from interviews, introducing psychological capital as a mediating variable and the leader-member exchange relationship as a moderating variable, and further exploring the factors and mechanisms influencing the employee silence of grassroots public officials through independent samples T-test and ANOVA on independent samples, descriptive statistics and correlation analysis of the research variables, and linear regression analysis among the variables.

The study found lower levels of employee silence, higher perceptions of inclusive leadership, higher levels of psychological capital, and higher quality of leader-member exchange relationships among grassroots public employees in Xinjiang T Prefecture. A comprehensive analysis leads to the following conclusions: (1) Inclusive leadership has a negative effect on employee silence and a positive effect on psychological capital; (2) Psychological capital has a negative effect on employee silence and a mediating role in the effect of inclusive leadership and employee silence; (3) The leader-member exchange relationship moderates the relationship between inclusive leadership and employee silence. Based on the results of the study, combined with the content of the interviews, countermeasure suggestions for reducing employee silence of grassroots public officials and enhancing inclusive leadership style and psychological capital of grassroots public officials were proposed at three levels: leadership, individual, and organizational.