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Abstract
The purpose of this research is the role of leadership styles, organizational culture and organizational trust on organizational silence in Payame Noor University of Kermanshah. The current research is applied in terms of its purpose and is descriptive-survey in terms of its nature and method. The statistical population of this research is 380 employees (scientific and administrative) of Payame Noor University of Kermanshah which 191 people were selected as the sample using Cochran formula. Data collection tools, Clarke leadership styles questionnaire (2002), Robbins organizational culture (1996), and organizational trust Alonen et al. (2008) and organizational silence Saeedipour and Akbari (1396). Validity (content, convergent, divergent) and reliability (factor load, composite reliability coefficient, Cronbach's alpha coefficient). The questionnaires indicate that the measuring instruments have a good validity and reliability. The results of the hypothesis test by SMART-PLS software and using t-test statistics and path coefficients (β) showed that leadership styles had a strong, direct and significant effect on organizational culture, organizational trust and organizational silence, respectively. Has a moderate, direct and non-significant effect, and has a weak, direct, and indirect impact. Organizational culture has a moderate, direct and significant effect on organizational trust and organizational silence, and has a moderate, direct and indirect indirect and significant effect, respectively. Also, organizational trust has a direct, significant effect on organizational silence, from organizational culture Can play the role of mediation in influencing leadership styles on organizational trust and organizational silence. Also, organizational trust can play a role as an intermediary variable in influencing leadership styles on organizational silence and organizational culture.
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