The Role of Employee Silence on the Relationship Between Transformational Leadership and Affective Commitment: A Study of Disaster and Emergency Management Employees

This study investigates the effect of transformational leadership on employees’ affective organizational commitment and examines the mediating role of employee silence for this influence. Data is collected from a survey of 336 disaster and emergency management employees. Structural equation modeling is employed in order to test the research hypotheses. Both Baron & Kenny’s (1986) approach and a bootstrapping method are used simultaneously to test the mediating effect. The results indicate a positive effect of transformational leadership on affective commitment and this positive effect is shown to be partially mediated by employee silence