ALGILANAN LİDERLİK TARZININ FIRSATÇI SESSİZLİĞE ETKİSİ

Abstract

Günümüzde iş yapış süreçlerinin farklılaşmasına paralel olarak bilgi, fikir ve ekip çalışması sonucunda iş süreçleri tamamlanabilmektedir. Bununla birlikte bazen çalışanlar, kasıtlı olarak yöneticileri veya iş arkadaşları ile sahip oldukları bilgiyi veya fikirlerini paylaşmamaktadır. Çalışanın başkalarına zarar verme ihtimali olsa dahi sahip olduğu bilgiyi kendi çıkarları için paylaşmaması ise literatürde fırsatçı sessizlik olarak ifade edilmektedir. Örgütler için insan kaynağının etkin ve verimli kullanımının sermaye kadar önemli olduğu düşünüldüğünde çalışanların kendi çıkarları için bilgi saklaması örgütlerin verimliliğine ve sürekliliğine zarar verecek bir durumdur. Liderlik tarzları örgütsel sessizliği tetikleyen bir durum olarak literatürde yer almaktadır. Bu nedenle algılanan liderlik tarzı ile fırsatçı sessizlik davranışı arasındaki ilişki ve etkinin incelenmesinin literatüre katkı sağlayacağı düşünülmüştür. Çalışmada ilişkisel tarama modeli kullanılarak, 406 kişiye 01 Temmuz – 15 Ağustos 2025 tarihleri arasında ulaşılmıştır. Veriler SPSS programı kullanılarak analiz edilmiştir. Çalışmada kadın çalışanların erkek çalışanlara, kamu çalışanlarının özel sektör çalışanlarına göre daha fazla fırsatçı sessizlik davranışı gösterdiği, yaşa göre algılanan liderlik tarzı ve fırsatçı sessizlik davranışının, eğitime göre ise liderlik tarzının farklılaştığı görülmüştür. Algılanan liderlik tarzı ve fırsatçı sessizlik davranışı arasında anlamlı ilişki ve etki tespit edilmiştir. Ayrıca liderlik tarzlarının alt boyutları ve fırsatçı sessizlik davranışı arasında negatif ilişki ve etki tespit edilmiştir.

Keywords

• Liderlik
• Liderlik Tarzları
• Örgütsel Sessizlik
• Fırsatçı Sessizlik

THE EFFECT OF PERCEIVED LEADERSHIP STYLE ON OPPORTUNISTIC SILENCE

Abstract

Today, in parallel with the diversification of business processes, work processes can be completed through knowledge, ideas, and teamwork. However, sometimes employees deliberately fail to share their knowledge or ideas with their managers or colleagues. This failure to share information for their own benefit, even if it could harm others, is referred to in the literature as opportunistic silence. Considering that the effective and efficient use of human resources is as crucial for organizations as capital, employees withholding information for their own benefit is detrimental to the efficiency and sustainability of organizations. Leadership styles are often cited in the literature as a trigger for organizational silence. Therefore, examining the relationship and impact of perceived leadership style and opportunistic silence behavior was considered to contribute to the literature. Using a correlational survey model, the study surveyed 406 individuals between July 1 and August 15, 2025. Data were analyzed using SPSS. In the study, a differentiation was found between leadership style and opportunistic silence behavior through descriptive statistics. A significant relationship and effect were found between perceived leadership style and opportunistic silence behavior. Furthermore, a negative relationship and effect were found between the sub-dimensions of leadership styles and opportunistic silence behavior.

Keywords

• Leadership
• Leadership Styles
• Organizational Silence
• Opportunistic Silence

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