Examining the Relationship between Leadership Styles of School Principals, Organizational Silence and Organizational Learning

This study examines the impact of leadership styles and organizational silence on the
organizational learning according to the views of teachers. Using the associational research model,
the study included totally 591 teachers employed in primary schools. In the study, “Multi-Factor
Leadership Scale”, “Scale for Employee Silence” and “Scale for the Dimensions of Learning
Organizations” were used as measurement instruments. As well as descriptive analyses,
correlation analysis and a stepwise multiple regression analysis were used in analyzing the data.
As a result of the study; it was observed that there were positively or negatively significant
relationships between the variables of transformational leadership, transactional leadership,
organizational silence and organizational learning. The results of the regression analysis show that
the leadership styles and organizational silence are both significant predictors of organizational
learning.