The predictive level of high school princibles'management styles on the organizational silence of teachers

In this study, the level of predicting the organizational silence of the management style was tried to be determined. Relational screening model was used in the research. The target population of the research consists of 1985 teachers working in official high schools in Istanbul Pendik district. 300 people were reached through sampling from the target universe. "Management Style Scale" and "Organizational Silence Scale" were used to collect data. In the evaluation of the data; In item analyzes, arithmetic mean and standard deviation tests, t-test to determine whether opinions differ according to gender and education level, ANOVA and Kruskal Wallis H test to determine whether the differences differ according to professional seniority and branch variable. Regression analysis was conducted to determine the level of predicting organizational silence of management styles. Teachers partly participated in the fact that the principals exhibit a cooperative management style while partially participated in the authoritarian management style. The teachers did not agree that the principals displayed an indifferent and opposing management style. While the teachers stated that they experienced silence due to their feelings, they stated that they experienced silence partly due to their administrators, being isolated, organization and school environment. The teachers did not connect their silence to the source of silence. While the opinions of teachers showed significant differences in professional seniority and branch variables in terms of principals' management styles, they did not show a significant difference in gender, education level variables. While teachers' opinions differ according to their professional seniority in evaluating organizational silence; There is no significant difference according to gender, education level and branch. Collaborative and authoritarian management styles are significant predictors of all organizational silence and sub-dimensions. Irrelevant and opposing management styles have not been a significant predictor of organizational silence, except for the silence of the school environment. Management style sub-dimensions explain 49% of organizational silence. Management style sub-dimensions all explain 49% of school environment silence, 36% of emotional silence, 41% of source of silence, 22% of manager silence, 38% of isolation silence. Cooperative management style and authoritarian management style showed the highest relationship with organizational silence and its sub-dimensions. While collaborative management style showed a significant negative and medium level relationship with the sub-dimensions of organizational silence, authoritarian management style showed a significant, positive and low level relationship. Keywords: Management styles, Organizational silence, High school teachers