21178: Relational Identity as a Mediator Linking Organizational Silence with LMX and Trust

The present research examines the mediating role of a leader's relational identity in the relationship between organizational silence, Leader-Member Exchange (LMX), and trust. Drawing on theories of organizational behaviour, relational identity, and trust, it posits that a leader's relational identity can mitigate the negative impacts of organizational silence (acquiescent, defensive, and prosocial) on LMX, affect-based trust, and cognition-based trust. In a multisource field study with data from 160 dyads of leaders and employees, we found that acquiescent silence of employees predicted leader’s LMX and trust indirectly via leader’s relational identity, whereas the effects of defensive and prosocial silence remained non-significant. Moreover, testing the direct effects of organizational silence of LMX and trust revealed that only acquiescent silence was negatively related leaders LMX. The results provide a comprehensive understanding of complex dynamics between organizational silence subcomponents, LMX and trust. We discuss implications for organizational behavior theories and practice.

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