The Relation Of Leadership Styles With Organizational Silence And Organizational Learning
 
Abstract
This study examines the relation of leadership styles of school principals with organizational silence and organizational learning according to the views of teachers rendering service at primary education institutions. Using the relational screening model, the study included totally 591 teachers rendering service at primary schools. In the study, “Multi-Factor Leadership Scale”, “Scale for Employee Silence” and “Scale for the Dimensions of Learning Organizations” were used as measurement instruments. As well as descriptive analyses, correlation analysis and multiple regression analysis were used in analyzing the data. As a result of the study; it was observed that there were positively or negatively significant relationships between the variables of transformational leadership, transactional leadership, organizational silence and organizational learning. The results of the regression analysis show that the leadership styles and organizational silence are both significant predictors of organizational learning.
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