Abstract

YıLDıRıM, Yavuz Tansoy; CELIK, Cemal  and  AKBAROV, Tamerlan. Organizational culture and leader-member interaction’s impact on silent resignation: a case study. Universidad y Sociedad [online]. 2024, vol.16, suppl.2, pp. 32-41.  Epub Dec 20, 2024. ISSN 2218-3620.

This research explores the influence of organizational hierarchy culture and leader-member interaction on silent resignation within organizations. Using a relational survey model, the researchers collected data from 499 employees in an Azerbaijani company specializing in various sectors. The study used a questionnaire consisting of four sections: (I) Demographic Information Form, (II) Hierarchy Culture Scale, (III) Silent Resignation Behavior Scale, and (IV) Leader-Member Interaction Scale. The researchers evaluated the collected data using quantitative analysis methods. The findings revealed that participants perceived hierarchy culture and leader-member interaction with above-average positive attributes and exhibited silent resignation behavior at an average level. The analysis showed strong positive and significant relationships between hierarchy culture and leader-member interaction (p<0.05), a weak but significant positive relationship between hierarchy culture and silent resignation, and a moderate positive and significant relationship between silent resignation and leader-member interaction. Analysis of the combined effect of hierarchy culture and leader-member interaction on silent resignation demonstrated that both variables had a significant impact. However, hierarchy culture showed a negative impact, while leader-member interaction demonstrated a positive impact.

Keywords : Leader-Member Interaction; Organizational culture; Organizational commitment.

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