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Journals / Journal of Health Sciences and Management / 2026 / Cilt: 6 Sayı: 3

The Effect of Leadership Styles on Employees’ Silence and Voice in Mediation of Psychological Safety Perception in Hospitals

Hastanelerde Liderlik Tarzlarının Psikolojik Güvenlik Algısı Aracılığında Çalışanların Sessizlik ve Sesliliğine Etkisi

Miray Tüzün0009-0006-4873-3029
Şevki Burak Bekaroğlu(MARMARA ÜNİVERSİTESİ)0000-0002-0799-367X
Pages
105–114
Publication Date
2026-09-30
DOI
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AI Summary & Key Takeaways

AI Insight
⚡ TL;DR(Too Long; Didn't Read)

Results: It was concluded that transformational leadership has a direct positive effect on employees’ initiative and toleration, as well as an indirect positive effect on silence and voice behaviors for the benefit of the organization through the perception of psychological safety.

📌 3 Key Takeaways

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Objective & Hypothesis:Objective: The aim of this study is to determine the effect of three leadership styles, transformational, laissez-faire and transactional leadership, on employee silence and voice behaviors mediated by the perception of psychological safety.
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Key Findings & Data:Methods: The research sample consists of 266 clinical and administrative staff of two private hospitals in Istanbul.
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Conclusion & Impact:Results: It was concluded that transformational leadership has a direct positive effect on employees’ initiative and toleration, as well as an indirect positive effect on silence and voice behaviors for the benefit of the organization through the perception of psychological safety.
🔬Design:Modeling & Simulation
📍Scope:Comprehensive Sample
⚙️Variables:Liderlik tarzları · Psikolojik güvenlik algısı · Çalışan sessizlik ve seslilik davranışı

Abstract

Objective: The aim of this study is to determine the effect of three leadership styles, transformational, laissez-faire and transactional leadership, on employee silence and voice behaviors mediated by the perception of psychological safety. Methods: The research sample consists of 266 clinical and administrative staff of two private hospitals in Istanbul. In addition to descriptive statistics, correlation and variance analyses, structural equation modeling path analysis was employed to test the research hypotheses. Results: It was concluded that transformational leadership has a direct positive effect on employees’ initiative and toleration, as well as an indirect positive effect on silence and voice behaviors for the benefit of the organization through the perception of psychological safety. While transactional leadership has a direct positive effect on initiative, it has an indirect positive effect on employees’ self-interested voice and silence behaviors through initiative. On the other hand, laissez-faire leadership has the opposite effect and has a direct negative effect on initiative, toleration, and silence behaviors for the benefit of the organization, while it has an indirect positive effect on self-interested voice and silence behaviors. Conclusion: It has been concluded that transformational and transactional leadership is decisive in creating an environment that encourages employees to report errors and feel psychologically safe, while laissez-faire leadership influences employees to voice their opinions or remain silent in ways that are more beneficial to themselves.

Özet

Amaç: Bu çalışmanın amacı, dönüşümcü, serbest bırakıcı ve etkileşimci liderlik olarak üçlü liderlik tarzlarının, psikolojik güvenlik algısı aracılığında çalışan sessizlik ve seslilik davranışları üzerindeki etkisini belirlemektir. Yöntemler: Araştırma örneklemi, İstanbul’daki iki özel hastanenin 266 klinik ve idari personelinden oluşmaktadır. Tanımlayıcı istatistikler, korelasyon ve varyans analizlerine ilâveten, hipotez testleri yapısal eşitlik modeli yol analiziyle ölçülmüştür. Bulgular: Dönüşümcü liderliğin çalışanların inisiyatif alma ve hoşgörü gösterme davranışlarını doğrudan pozitif etkilediği, bununla birlikte psikolojik güvenlik algısı aracılığında kurum yararına sessizlik ve seslilik davranışlarını da dolaylı pozitif etkilediği sonucuna ulaşılmıştır. Etkileşimci liderliğin inisiyatif alma üzerinde doğrudan pozitif etkisi bulunurken, inisiyatif alma aracılığında çalışanların kurum yararına seslilik ve sessizlik davranışlarında dolaylı pozitif etkisi vardır. Serbest bırakıcı liderlik tarzı ise tam tersi etki yaratarak inisiyatif alma, hoşgörü gösterme, kurum yararına sessizlik davranışlarını doğrudan negatif etkilerken, kendi yararına seslilik ve sessizlik davranışlarını dolaylı pozitif etkilediği görülmüştür. Sonuç: Çalışanların hata bildirimini teşvik edecek ve psikolojik olarak rahat hissedecekleri ortamı yaratmada dönüşümcü ve etkileşimci liderliğin belirleyici olduğu; serbest bırakıcı liderliğin ise çalışanların daha çok kendi yararlarına olacak şekilde ses çıkarmasına veya sessiz kalmasına etki ettiği sonucuna ulaşılmıştır.

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Cite This Article

Tüzün, M., Bekaroğlu, Ş. B. (2026). The Effect of Leadership Styles on Employees’ Silence and Voice in Mediation of Psychological Safety Perception in Hospitals. Journal of Health Sciences and Management, Cilt: 6 Sayı: 3, 105–114. https://ajindex.com/articles/1592303

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