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Çalışanlar fikir ve önerilerini özgür bir şekilde söyleyebildiklerinde ve seslerini duyurabildiklerinde daha etkili görev yapmaktadırlar. Çalışanların sessizliği örgütsel değişimin önünde engel olarak görülmektedir. Çalışanlar başarılı bir lider tarafından daha yaratıcı, inovatif ve değişime karşı açık olabilmektedir. Dönüşümsel liderlik ve etkileşimsel liderlik tarzlarının örgütsel sessizlik üzerinde etkisinin olup olmadığının incelenmesi araştırmanın temel amacını oluşturmaktadır. Bu çalışmada anket yöntemi kullanılmış olup veriler IBM SPSS 23.0 istatistik programı ile analiz edilmiştir. Faktör analizi sonucunda çıkan dönüşümsel ve etkileşimsel liderliğin kabullenici ve korunmacı sessizliğe etkisinde kontrol değişkeni olarak yaş kullanılmıştır. Analiz sonucunda etkileşimsel liderliğin korunmacı sessizliği yüksek oranda ve olumlu şekilde etkilediği görülmüştür. Kabullenici sessizliği dönüşümsel liderlik ve yaş faktörlerinin olumsuz, etkileşimsel liderliğin ise olumlu etkilediği bulunmuştur. Dönüşümsel liderliğin olduğu ortamlarda kabullenici sessizlik ve korunmacı sessizliğin azaldığı görülmüştür. Etkileşimsel liderlik uygulamalarıyla çalışanların kabullenici ve korunma amaçlı sessizliği artmaktadır. Çalışmanın sonunda yeni çalışmalara ve yöneticilere yönelik olarak önerilerde bulunulmuştur.
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.
When employees speak their ideas and make suggestions freely and make their voices heard, they may work more effectively. The silence of the employees is seen as an obstacle in terms of organizational development and change. The employees are more creative, innovative and openness to change by a successful leader. The main aim of this study is to examine whether there are effects of transformational leadership and transactional leadership styles on organizational silence. In this study, survey method was used and data were analyzed with IBM SPSS 23.0 statistical program. Age used as control variables in the effect of transformational and interactive leadership resulting from factor analysis on acquiescent and defensive silence. As a result, it was observed that transactional leadership had a positive effect on the defensive silence. It has been found that transformational leadership and age have negative and transactional leadership has positive effects on acquiescent silence. It is seen that the employees can put their ideas against the change in the environments where transformational leadership exists. It has been observed that employees acquiescent and defensive silence are increased with their transactional leadership practices. As a result of the study, suggestions were made for the managers and new researches.
Field : Sosyal, Beşeri ve İdari Bilimler
Journal Type : Uluslararası
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