القيادة المدمرة بمدارس التعليم الثانوي الفني وعلاقتها بالصمت التنظيمي: دراسة ميدانية بمحافظة قنا

Abstract EN

The aim of the current research is to identify the reality of destructive leadership and organizational silence in technical secondary schools in Qena governorate, as well as the relationship between them, and to submit a set of recommendations and proposed measures to mitigate them in those schools.

the research followed a descriptive analytical approach, and the field study tool (questionnaire) was implemented to a sample of (353) male and female teachers.

the results of the research are the following: theoretical results, in the light of which destructive leadership, organizational silence, and relationship between them are highlighted in contemporary administrative and educational literature, and the results of the field study are the following: the first axis has an arithmetic mean of (2.61), indicating a moderate availability and signifying the agreement of the sample individuals on the existence of destructive leadership in technical secondary schools.

as for its dimensions, they range from high to moderate and appear in the following order: managerial inefficiency, loss of professional ethics, workload burden, harsh personal relationships, and mistreatment of subordinates.

their respective arithmetic means are (3.43, 3.13, 3.01, 2.90, 2.89).

while the second axis obtains an arithmetic mean of (3.13), indicating a moderate availability and signifying the agreement of the sample individuals on the existence of organizational silence.

as for its dimensions, they range from high to moderate and appear in the following order: fear of negative reactions, weak communication skills, lack of support from top management, and fear of supervisors.

their respective arithmetic means are (3.41, 3.29, 2.98, 2.84).

the study also find no statistically significant differences in the study variables attribute to social gender, school field, educational qualification, or years of experience.

the study concluded that there is a positive relationship between destructive leadership and organizational silence.

as the behaviors and dimensions of destructive leadership in technical secondary schools increase, the phenomenon of organizational silence in its various dimensions also increases.

furthermore, the five dimensions of destructive leadership, which collectively account for (75.4)% of the total variance, can be relied upon to predict the dimensions of organizational silence.