Abstract:

The aim of this study is to identify the impact of toxic leadership on organizational silence. Method - The sample group of the study is formed by blue and white captive employers. Employers selected from companies that operate in different sectors have been volunteer to work. It has been achieved to 350 processes, and the analysis has been carried out through 301 current surveys. Correlation and regression analyses for hypotheses have been performed. Results - The analyses conducted to test the hypotheses of the study have determined the interaction between dependent and independent variables. Therefore, toxic leadership has been found to have an explanatory effect on organizational silence. There is a negative interaction between toxic leadership and organizational silence. Regression analysis was carried out on the basis of subdimensions in order to make a detailed examination and to clarify the reason for obtaining such a result. Regression analysis has shown that some sub-dimensions are actually negative interactions. As value ignorance increases, it has been found that acceptant silence increases, negative mental condition increases, prosocial silence is observed, and value ignorance increases again, and protective silence is found in the organizations. As a result; toxic leadership affects the organizational silence. The most important variable in this interaction is the negative mental condition. Debate - The findings obtained from the analyses conducted towards the hypotheses of the study have been found to be relevant literary supports. There are also new contributions to the field as they have not previously studied these variables. Recommendations were also developed through the results of the analysis carried out in the study.