Abstract:

The staff performs more effective tasks when they can express their ideas and suggestions freely and when they can announce their voices. The silence of employees is seen as a obstacle to organizational change. The staff can be more creative, innovative and open to change by a successful leader. The study of whether transformative leadership and interactive leadership styles have an impact on organizational silence is the main objective of the study. This study used the survey method and the data was analyzed using the IBM SPSS 23.0 statistical program. The age is used as a control variable in the influence of receptive and protective silence of transformative and interactive leadership resulting from the factor analysis. The analysis has shown that interactive leadership has a high and positive impact on the protective silence. The receptor’s silence has found that transformative leadership and age factors have a negative impact, while interactive leadership has a positive impact. In the environments where the transformative leadership has been seen, the acceptable silence and the protective silence have been reduced. With interactive leadership practices, employees’ receptivity and silence for protection are increasing. At the end of the study, we have presented recommendations for new work and managers.

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