Breaking the Silence: Unveiling the Power of Compassionate Leadership on Employee Silence

Abstract

The following paper analyzes the effect of compassionate leadership behavior (CLB) on the phenomenon of employee silence in the organizational context. Applying a quantitative approach, the study employs structural equation modeling (SEM) to examine data collected from a n=138 sample of employees across different industries. The findings indicate a significant negative relationship between compassionate leadership behavior and employee silence, suggesting that higher levels of compassionate leadership behavior are associated with decreased instances of employee silence, especially when it comes to quiescent and acquiescent silence. These results indicate that leaders displaying compassionate leadership behavior can reduce silence caused by fear and even have the ability to break silence due to resignation. Additionally, a statistically significant positive association is observed between compassionate leadership behavior and psychological safety, highlighting the role of compassionate leaders in fostering a supportive work environment where employees feel psychologically safe. These findings underscore the importance of compassionate leadership in cultivating a climate that promotes psychological safety within organizations. Lastly, a positive covariation was found between compassionate leader behavior and servant leadership. The analysis conducted using Amos highlighted the correlations between the variables of Servant Leadership and Leader-Member Exchange, as well as between CLB and Leader-Member Exchange, thereby enhancing the overall model. Since this study is the first one connecting both research streams of compassion and silence, this research contributes to the existing literature by providing novel insights into the potential of compassionate leadership to address employee silence and enhance psychological safety in the workplace. The findings have practical implications for leaders and practitioners aiming to create environments encouraging open communication and employee engagement.

Keywords: Compassionate Leadership, Employee Silence, Psychological Safety, Leadership Approach, Compassion at Work

DOI: 10.54941/ahfe1004426