In local goverments, the effect of leadershiip styles on organiizational diissent: An example of Avcılar Municiipality

Leadership is one of the most researched topics in both the public and private sectors. The concept of organizational dissent is an indispensable element of organizational democracy. This study was conducted to examine how leadership, which has a significant share in the success of institutions and organizations, affects the organizational dissent behavior of employees working in local governments. For this purpose, firstly, a theoretical framework was created on the concepts of local governments and leadership and then organizational dissent and a scale including autocratic, democratic and transformational leadership styles and open and hidden opposition dimensions was applied to 323 employees working in Avcılar Municipality and the results were analyzed with SPSS 22 program. The independent variables of the research are autocratic, democratic and transformational leadership, and the dependent variables are open (articulated) and hidden (literal) dissent, which are sub-dimensions of the concept of organizational dissent. As a result of the analysis, in the connections established in the hypotheses of the research, autocratic leadership had a relationship with open and closed dissent, democratic leadership had a relationship with open disssent, transformational leadership had a relationship with both open and closed dissent, and democratic leadership did not have a statistically significant relationship with closed dissent.