influence of transformational leadership style and organizational learning on reducing the organizational silence

پژوهش نامه مدیریت تحول

Article 2, Volume 7, Spring & summer 2015 - Serial Number 13, September 2015, Pages 1-17   

Document Type: Articles

DOI: 10.22067/pmt.v7i13.40993

Authors

akram farhadi^{* 1}; parya ghafory¹; mahdi haghighi kafash¹; mohamad ebrahimi²

¹allameh tabatabaei

²payamnoor tehran

Abstract

Development of any organization largely depends on the proper use of its human resources. As Organizations become much larger, these problems are naturally added to these enormous labor force. One of the topics organizational communities of Irancan be considered as a unfamiliar subject and less likely to be found in research is the phenomenon of organizational silence; Despite the fact that silence of employees has become a common phenomenon in enterprises, it is a concept that is little known and little scientific research has been done on it. This study aims to study the influence of transformational leadership style and organizational learning on reducing the organizational silence in branches of Sepah Bank in Tehran in 2014. 251 employees were selected through clustering method using Cochran formula. Data was collected based on Leadership Styles Questionnaire by bass and Olive (2000), learning organization by Watkins &Marsick (1996), organizational silence questionnaire by Vakola&Bouradas (2005). In this study, confirmatory factor analysis (CFA) and structural equation modeling (SEM) were used in order to answer the research hypotheses. To confirm the model of partial least squares (PLS), the SMARTPLS software version 3 was used.The results indicate that evolutionary variables of leadership style and organizational learning had a meaningful impact on organizational silence of the studied sample. Also according to the obtained path coefficients, it can be said that the organizational learning has more impact on organizational silence than evolutionary leadership.

Keywords

EvolutionaryLeadership; Organizational Learning; Submissive Silence; DefensiveSilence; AltruisticSilence

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