When employees speak their ideas and make suggestions freely and make their voices heard, they may work more effectively. The silence of the employees is seen as an obstacle in terms of organizational development and change. The employees are more creative, innovative and openness to change by a successful leader. The main aim of this study is to examine whether there are effects of transformational leadership and transactional leadership styles on organizational silence. In this study, survey method was used and data were analyzed with IBM SPSS 23.0 statistical program. Age used as control variables in the effect of transformational and interactive leadership resulting from factor analysis on acquiescent and defensive silence. As a result, it was observed that transactional leadership had a positive effect on the defensive silence. It has been found that transformational leadership and age have negative and transactional leadership has positive effects on acquiescent silence. It is seen that the employees can put their ideas against the change in the environments where transformational leadership exists. It has been observed that employees acquiescent and defensive silence are increased with their transactional leadership practices. As a result of the study, suggestions were made for the managers and new researches.
Keywords: Transformational Leadership, Transactional Leadership, Organizational Silence, Acquiescent Silence, Defensive Silence