Authentic leadership and employee silence intention: Mediated by perceptions of organizational politics and organizational commitment

Abstract

Aim/purpose – This study examines authentic leadership’s influence on employee silence intention, mediated by perceptions of organizational politics and organizational commitment. Design/methodology/approach – Research data was obtained by surveying 251 lectur- ers at PGRI universities. The method used to analyze the data was structural equation modeling with AMOS. Findings – The research results show that authentic leadership, perceptions of organiza- tional politics, and organizational commitment directly affect employee silence inten- tion. In addition, Perceptions of organizational politics and organizational commitment mediate the influence of authentic leadership on employee silence intention. Research implications/limitations – The theoretical implications of this study strength- en the theory of authentic leadership by demonstrating its negative influence on employee silence intentions. However, a limitation of this study lies in the potential need for more generalizability of the findings, as the study focused only on higher education, so the results may not fully apply to different industries or cultural contexts. Originality/value/contribution – This research makes a significant contribution by exploring the influence of authentic leadership on employee silence intention. It enriches the literature with empirical findings linking leadership honesty, openness, and transpar- ency to reduced employee silence. Keywords: authentic leadership, perceptions of organizational politics, organizational commitment, employee silence intention. JEL Classification: M12, M54, O15.