Volume 5, Issue 1 (2015)                   ORMR 2015, 5(1): 85-108 | Back to browse issues page

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saki R, dasti M, nasri S. Study of Principals Leadership Style with Organizational Silence. ORMR 2015; 5 (1) :85-108
URL: http://ormr.modares.ac.ir/article-28-6740-en.html
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Abstract:   (14004 Views)
The general aim of this research is to determine the relationship between transactional-transformational leadership style of principals and organizational silence of teachers at Junior High Schools in Rey City in academic year of 2012-2013. In this study descriptive and correlation methods were applied. Statistical universe consisted of all teachers (1374people) of guidance schools in Rey City including 468 men and 906 women. 312 teachers including198women and114men, were selected by Stratified Random Sampling. Data gathered using two questionnaires including multifactor questionnaire of leadership by Bass and Avilio (2000) and the researcher-made questionnaire for organizational silence. Both questionnaire were reliable considering Cronbach's Alpha. The research data was studied and analyzed using enter and stepwise regression and T-test (2variables and 1variable). The results showed that transformational and transactional leadership styles of managers is able to predict 0/10 of teachers’ organizational silence. Among transformational leadership style dimensions, intellectul stimulation dimension has a negative and significant relation with organizational silence. Among transactional leadership style dimensions, management-by-exception passive dimension is a positively and significantly related to organizational silence.
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Received: 2013/09/3 | Accepted: 2015/04/6 | Published: 2015/04/19

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