The effect of school directors on organizational silency of leadership styles

In the study, the effect of leadership styles on organizational silence was examined in the sample of 250 teachers working in Medical Career Colleges in Istanbul, Kucukcekmece, Avcilar, Esenyurt and Bahcelievler. In order to measure organizational silence, the scale, based on the literature and developed by Cakici (2007) was used. The scale consists of 31 statements that measure the reasons for the silence of the employees. The reasons are composed of 5 sub-dimensions, as administrative and organizational reasons, work related issues, lack of experience, fear of isolation and fear of damaging relations. It was developed by Sahin (2003) to determine the leadership styles of schools' headmasters. The 32-item with five-point Likert-type scale covers sustainable leadership and transformational leadership dimensions. As a result of the research, it was found out that male teachers have higher level of organizational silence compared to female teachers due to fear of isolation; that there is a linear relationship between sustainable leadership and transformational leadership and organizational silence; and that sustainable leadership and transformational leadership affect organizational silence. Key Words: Leadership, Leadership Styles, Organisational Silence.