The effects of leadership types on organizational dissent: An application on the textile sector

It is thought that the behaviors displayed by the managers have a positive or negative effect on the employees in the institution. The transfer of different ideas and thoughts of the employees to their superiors and peers depends on the relationship of managers with their subordinates. The purpose of this study is to identify the effects of different types of leadership behaviors exhibited by managers on transfer of employees' misplaced practices and opposing thoughts to their superiors and colleagues. Empowering, abusive, and ethical leadership typologies as leadership types are covered within the scope of the research. The organizational opposition is examined in two dimensions as vertical and horizontal opposition. In this context, the application was made with the employees of a company operating in the textile sector in Düzce. According to the information obtained from the company's authority, 400 people worked in the factory. Convenience sampling was used as sampling method while survey technique was used as data collection technique. It is determined that the number of the questionnaires required for the analysis was 197. A total of 237 people attended the survey. The data obtained from the questionnaire was analyzed in SPSS 18 packet program. As a result of the factor analysis, it was determined that the empowering, abusive and ethical leadership variables were represented in one dimension and organizational dissent variables were represented in two dimensional structures as articulated and latent. As a result of regression analysis, empowering leadership affects the articulated dissent in the negative direction while it affects the latent dissent in the positive direction. Ethical leadership behaviors effect articulated dissent in the negative direction and latent dissent in the positive direction. Abusive leadership does not affect articulated and latent dissent.