organizational silence

The aim of this study was to identify and prioritize the factors influencing organizational voice at Zanjan University of Medical Sciences using a mixed qualitative–quantitative approach and the fuzzy Delphi method. In the qualitative phase, 23 experts and university managers were selected using snowball sampling. Through semi-structured interviews and a review of the literature (both domestic and international sources), 14 key factors were extracted across three dimensions: individual (including self-confidence, intrinsic motivation), organizational (organizational culture, organizational acceptance, organizational levels), and social (team spirit, social interactions). In the quantitative phase, these factors were evaluated through three rounds of the fuzzy Delphi method using Likert scale-based questionnaires. The significance of the factors was confirmed with a defuzzification threshold of ≥ 4. The results indicated that organizational acceptance, organizational levels, and organizational culture held the highest priorities, while self-confidence and team spirit also showed considerable influence. These findings underscore the need to redesign managerial structures and strengthen a participative culture within the bureaucratic environment of the university. The results can assist managers in formulating policies aimed at reducing organizational silence, fostering innovation (such as ideation for improving healthcare services), enhancing inter-organizational communication, and implementing training programs (such as participative leadership and change management workshops). This study can also serve as a model for other universities of medical sciences.

The aim of the present research was to predict the philosophical mindset of principals based on the spiritual intelligence and organizational silence of secondary school teachers in Qom city. The research method is descriptive-correlational. The statistical population included all principals and teachers teaching in secondary schools in Qom city in the academic year 1403-1402, totaling 304 principals and 2,985 teachers. The sample size, based on correlation, was estimated at 52 principals and 104 teachers, selected through stratified random sampling. Data collection tools were three questionnaires: the Philosophical Mindset Model by Philip Smith (1401), Spiritual Intelligence (King, 2008), and Organizational Silence (Vakola & Bouradas, 2005), with reliabilities of 0.73, 0.88, and 0.87, respectively. Inferential data were analyzed using simultaneous multiple regression statistical methods. The results indicate that the presented model can effectively predict the philosophical mindset of principals based on teachers' spiritual intelligence. According to the output of this regression model, the results show that variables such as personal meaning production, existential thinking, transcendental awareness, and expansion of consciousness have a relatively appropriate impact on principals' philosophical mindset. Additionally, teachers' organizational silence has a significant effect on principals' philosophical mindset. In conclusion, the philosophical mindset organizes awareness and abilities and comprehends the systematic structure of the organization and the entire organization towards overall goals.

Organizational bullying and organizational silence as organizational phenomena can lead to burnout and psychological stress in people. Hence, this study aimed to investigate the effect of organizational bullying on teachers’ job burnout through the mediating role of organizational silence.

To achieve this goal, a descriptive-correlational method was employed, relying on structural equation modeling. The study population consisted of all female elementary school teachers in Kermanshah City. A sample of 275 teachers was selected using the cluster sampling method based on the Krejcie and Morgan table. Data were collected through three questionnaires measuring organizational bullying, organizational silence, and teacher burnout, with reported reliabilities of 0.876, 0.865, and 0.898, respectively, based on Cronbach's alpha coefficient. Data analysis utilized descriptive statistics (frequency, percentage, mean) and inferential statistics (correlation coefficient, Sobel test).

The findings revealed that organizational bullying has a significant and positive effect on both organizational silence and teacher burnout. Additionally, organizational silence has a positive and meaningful impact on teacher burnout. Furthermore, organizational bullying has a positive and significant impact on teacher burnout through organizational silence as a mediator.

According to the results of the study, it can be concluded that establishing an atmosphere free from threats and bullying in schools can not only lead to the formation of a space for greater interaction and participation of teachers in school affairs but can also help to reduce job burnout among them.

The purpose of the recent study was to investigate the mediating role of organizational inertia and silence in the relationship between toxic leadership and teachers' job performance. The research method was descriptive-correlation with emphasis on structural equations. The statistical population consisted of all primary school teachers of Mahabad city (965 people), of which 265 people participated in the research as a sample. Data collection was based on four questionnaires: Schmidt's toxic leadership, organizational silence of Vakola and Bourada, organizational inertia of Haag and Paterson's job performance. The reliability of the questionnaires was checked with Cronbach's alpha technique. The reliability of toxic leadership questionnaire was 0.879, organizational silence questionnaire was 0.866, organizational inertia questionnaire was 0.920 and job performance questionnaire was 0.932. The validity of the questionnaires was confirmed based on factor loadings and AVE value. Data analysis was done using SMARTPLS software (version 4) and structural equation method. The results showed that the toxic leadership style has a negative and significant effect on teachers' job performance, but it has a positive and significant effect on organizational silence and organizational inertia (P<0.001). Also, organizational silence and organizational inertia have a negative and significant effect on teachers' job performance (P<0.05). It was also found that the variables of organizational silence and organizational inertia have a mediating role according to the effect of toxic leadership style on teachers' job performance (P≤0.05 and t-value >1.96).

Organizational silence, foundational data theory

The aim of this study was to investigate the effect of perceived organizational support on organizational pessimism with the mediating role of organizational silence. This research was quantitative in terms of main strategy and descriptive-correlation in terms of analytical technique. The statistical population of the present study included all teachers of public schools in Silvana region in Urmia city in the academic year 1397-98 to 750 people. Using stratified random sampling method, 256 people were selected as a statistical sample for the study based on Morgan table. Data collection tools were standard questionnaires of perceived organizational support of Eisenberger et al. (1986), organizational silence of Vacula and Borados (2005) and organizational pessimism of Dean et al. (1998(.to determine the validity of the research tool, confirmatory factor analysis was used. The reliability of the questionnaires was also obtained using Cronbach's alpha for the perceived organizational support questionnaire of 0.78, organizational pessimism of 0.88 and organizational silence of 0.85, respectively. Research data were analyzed using LISREL 8.8 and Spss24 software. The results showed that perceived organizational support has a significant inverse and direct effect on teachers' silent behavior (-0.43). Perceived organizational support has a significant inverse and direct effect on teachers' pessimism (-0.51). The direct effect of teachers 'silent behavior on teachers' pessimism (0.38) was positive and significant. The results also indicate the indirect negative and significant effect of perceived organizational support on teachers 'pessimism with the mediating role of teachers' silent behavior (-0.16).

The purpose of this study was to investigate the mediating role of organizational silence in relation to organizational health and job attachment of secondary school teachers in District 4 of Shiraz. This research is applied in terms of purpose and descriptive in nature and method and is of correlation type. The statistical population of this study included secondary school teachers in District 4 of Shiraz. There are 303 of them. The sample group was selected using 170 available sampling method and according to Morgan table. The assessment tools in this study were three questionnaires of job attachment of Edward Zuckelpatrick (1984), Hui and Fieldman (1998) organizational health questionnaire and Van Dyne standard questionnaire of organizational silence that the validity and reliability of the instrument were confirmed. The collected data were analyzed at two levels of descriptive statistics and inferential statistics. The results showed that organizational health had a direct and significant relationship with job attachment and organizational silence had an inverse and significant relationship with job attachment and both variables were effective in predicting it. اند. Finally, the mediating role of organizational silence in the relationship between organizational health and job attachment was confirmed. Organizational health has a direct and significant relationship with job attachment and has been effective in predicting it and organizational silence has an inverse and significant relationship with job attachment and has been effective in predicting it.

The present study was conducted with the aim of analyzing the effect of job burnout on organizational commitment with the mediation of organizational silence among teachers of first secondary schools in Noorabad city. The research method was descriptive-correlation of the type of structural equations. The statistical population of the research was all the teachers of the first secondary schools of Noorabad city in the academic year of 2001-2001, numbering 320 people. To select the sample, Krejcie & Morgan table was used and 175 people were selected by stratified random sampling method. In order to collect information, three standard questionnaires of Milliman's job plateau (1992), Allen and Mayer's (1990) organizational commitment, and Dine et al.'s (2003) organizational silence were used. Descriptive statistics and inferential statistics including confirmatory factor analysis and structural equation modeling with partial least squares approach were used for data analysis. The research findings showed that there is no significant relationship between job burnout and organizational commitment at the 0.05 level, but with the mediation of organizational silence, this relationship is negative and significant. Also, organizational silence has a negative and significant relationship with organizational commitment at the 99% confidence level, and job burnout has a positive and significant relationship with organizational silence at the 99% confidence level. In general, it is concluded that the conceptual model of the effectiveness of organizational commitment on job burnout with the mediating role of organizational silence does not fit with the empirical model.

The present study was conducted with the aim of investigating the relationship between organizational ethics and organizational justice with organizational silence among teachers in Zaydon region. This descriptive research is applied and correlational. The statistical population of the research includes all the teachers of Zaydon region, 127 of whom were selected as a sample based on Morgan's table by simple random method. In order to collect information, Vendein's Organizational Silence Questionnaire (2003), Niehoff and Moorman's Organizational Justice (1993) and Viktor and Cullen's (1987) Organizational Ethical Atmosphere were used. The content validity of all three questionnaires was confirmed by professors and experts in educational sciences, and their reliability was calculated using Cronbach's alpha coefficient method for organizational silence, organizational justice and organizational moral atmosphere questionnaires as 0.93, 0.96 and 0.923 respectively. Multiple statistical methods and Pearson's correlation coefficient were used to analyze the data. The results of study showed that there is a negative and significant relationship between organizational silence, organizational justice and organizational ethical climate. Also, the results of the regression analysis showed that the organizational ethical climate had an impact on organizational silence and among the components of organizational justice (distributive, interactive, procedural organizational justice), interactive organizational justice had an impact on organizational silence.

The aim of this study was to structurally analyze organizational silence based on perceptions of political behaviors and organizational jealousy with the mediating role of job adjustment in Payame Noor University of West Azerbaijan Province. This research is applied in terms of purpose and in terms of nature and descriptive method of correlation is causal modeling (structural equation modeling). The statistical population of all staff (faculty and non-faculty) of Payame Noor University of West Azerbaijan Province in 1398 which includes 347 employees. And there are 164 faculty members, which is a total of 511 people. Relative stratified random sampling method that 350 people (216 employees and 138 faculty members) were selected using Morgan table. Four standard questionnaires were used to collect information. Content and structural validity of the questionnaires were confirmed and the reliability of the questionnaires was obtained 0.74 / 0.91 / 0.73 / 0.87, respectively, in order to evaluate the relationships between the latent variables and measured in the conceptual model, from structural modeling. Data were used using SPSS and PLS3 software. The results and findings of the study indicate a significant role between variables, ie between organizational jealousy and organizational silence, between perception of organizational political behavior and organizational silence, between adaptation and organizational silence and direct relationship and There is significance and organizational jealousy on job adjustment is negatively and directly related. The results also confirm the mediating role of job adjustment in the causal relationship between organizational jealousy and organizational silence.

Today, human capital is considered the most important capital of the organization, and managers, knowing the importance and role of this capital, are trying to create a competitive advantage for their organization; The current research was conducted to provide a structural model of organizational silence based on leadership styles and organizational justice in the Islamic Azad University of Tehran.

This research is of an applied, descriptive-correlation type and the statistical population of this research included all the employees of the Islamic Azad University of Tehran in 2015-2016, which is 8021 people, using the Krejcie and Morgan table, 367 People were selected by cluster random sampling method. To collect data, Vakola and  Bouradas's (2005) organizational silence questionnaire, Bass and Olive's (1997) multifactorial leadership style, and Niehoff and Moorman's (1998) organizational justice were used. Structural equation modeling has been used for data analysis.

The results showed that exchange and transformational leadership style positively and significantly predicts non-interventional leadership style negatively organizational silence, organizational justice positively and significantly predicts organizational silence, and organizational justice the relationship between non-interventional leadership style. Moreover, it mediates organizational silence in a negative way and the relationship between transformational leadership style and transactional leadership style and organizational silence in a positive and meaningful way.

The research results provide a model of effective factors on organizational silence based on leadership styles and organizational justice.

Organizations today expect their employees to be creative, to comment, and to be responsible because of fierce competition, customer expectations, and a focus on quality that characterizes a changing world. In Samani behavior, preventing the presentation of employees' opinions and views is called organizational silence. Silence does not only mean not speaking, it also means speaking or writing without credibility and authenticity. In addition, silencing can refer to silence, censorship, deterrence and repression, marginalization, underestimation, deprivation, and other forms of mitigation. Employees are actively involved in organizational activities based on organizational citizenship behavior. Organizational Silence Behavior Theory states that employees avoid disclosing their views and opinions based on an informed decision. Organizational citizenship behavior is an individual, voluntary, and extra-task behavior that is not organized directly or indirectly through the formal reward system and is generally effective in increasing the effectiveness of the organization (Zhang et al, 2017). The purpose of this study is to investigate the relationship between organizational silence and organizational citizen behavior of primary teachers in Saqez. This research is applied in terms of purpose and descriptive-survey in terms of research method. The statistical population included all primary school teachers in Saqez city in the academic year 1300-1400 to 950 people, the sample size was estimated to be 247 people through the Cochran's formula for the target population. In this study, to collect data on organizational silence, the standard questionnaire of 15 questions of Morrison and Milliken organizational silence (Zakariapur, 2014) was used, which includes three components: senior managers 'attitudes to silence, supervisors' attitudes to silence and communication opportunities. Which was assessed by the Vacola and Boradas questionnaire. Also, to measure the organizational citizenship behavior of teachers, a standard 27-item questionnaire of organizational citizenship behavior of Markozi Vazin (Fakori, 2014) was used. This questionnaire was presented by the body according to the components of organizational citizenship behavior to measure organizational citizenship behavior in American cultural conditions. These components are: social etiquette, altruism, work conscience, chivalry, decency, personal coordination and protection of organizational resources. To measure each of the dimensions of organizational citizenship behavior, different terms have been used in seven separate categories with a range of four options. From very low to very high. whose reliability based on Cronbach's alpha coefficient of 0.874 and. 0/ 967, respectively was obtained. Data analysis was performed using SPSS and LISREL. The results show that All t-values of the study were higher than 1.96, which indicates a favorable relationship between explicit variables and latent variables; In such a way that components such as the attitude of senior managers and supervisors and communication opportunities in organizational silence and other components of organizational citizen behavior are well explain the main variable of the research. This value reports a significant relationship for the attitude of senior managers in the subset of organizational silence variable with a value of 9.15 to a very high degree. According to Friedman test, among the three variables of organizational silence, the component of communication opportunities in the first priority and the attitude of supervisors and senior managers in the second and third ranks, respectively. and based on the value (-0.73) there is a significant relationship between organizational silence and organizational citizen behavior and organizational citizen behavior is affected by 73% of organizational silence. The negativity of this value also indicates that with the decrease of organizational silence, the behavior of the organizational citizen increases and with its increase, the behavior of the organizational citizen decreases. The evaluation indicators of the model show that the model related to the variables of organizational citizen behavior and organizational silence has an acceptable fit. CFI indices (adaptive fit index), GFI (good fit index), IFI (incremental fit index), RFI (relative fit index) are all calculated above 0.90 which has a suitable value and indicates the desired fit and acceptance of the final model Although there is an atmosphere of silence in organizations, or in other words, supervisors reinforce behaviors that lead to employee silence, the attitude of top management to create silent behaviors and communication opportunities in the organization is low, this will cause It was found that employees in the organization are often silent about issues, followed by low attitudes of citizenship behavior. Since one of the indicators of reducing organizational silence is creating a participatory atmosphere and managers' communication with employees, so managers of organizations, especially educational organizations can reduce organizational silence by cultivating a positive environment in their organization and as a result Increase that organizational citizen behavior. According to the theoretical foundations, if employees are not allowed to express their opinions in the workplace, their level of organizational citizen behavior will decline. Therefore, the organization is deprived of creative ideas and thoughts of employees. Following the results of the research, it is suggested that managers and supervisors in the path of educational organizations, encourage their employees to explain their opinions and various issues and arrange the necessary support in order to achieve the desired goals. Also, by holding regular meetings with the employees of the organization, face-to-face conversations and interviews, identify the obstacles and challenges affecting the organizational citizenship behaviors and empowerment, and take appropriate measures in accordance with those obstacles and challenges. In this regard, organizations need organizational citizenship behavior by employees. For this reason, organizational citizenship behavior affects organizational performance by increasing the productivity of the human resources or manager, coordinating activities within and between working groups, and enabling more effective adaptation to environmental changes. In addition, encouraging and welcoming the employees of the organization in order to express creative and effective ideas in achieving the organization's goal is also important. One of the important limitations of the study was the coincidence with the outbreak of coronavirus, which made it difficult to reach the target population for data collection.

The descriptive-correlation research method is structural equation modeling. The statistical population of the study consisted of all elementary school principals of Sari city with 186 persons. According to the statistical population, the questionnaires were distributed among all principals and 162 questionnaires were collected. according to this The whole number sampling method was used, to collect research data from the three standard questionnaires of knowledge leadership of Stagdil(1974), organizational silence of Dimitris & Vokala (2007) and team reception of Soltani(2008) was used. After data collection, data were analyzed using Pearson correlation coefficient and structural equation modeling in Lisrel and SPSS software. The results showed that relationship of knowledge leadership with organizational silence is negative and significant, the relationship between knowledge leadership and team acceptability of managers is positive and significant,, relationship between team acceptance managers with organizational silence was negative and significant, also It was found that mediates the role of teamwork of managers in the relationship between knowledge leadership with organizational silence is negative and significant. the As a result, attention to the components of knowledge leadership and the team reception can reduce the organizational silence in schools.

The aim of this study was to structurally analyze organizational silence based on perceptions of political behaviors and organizational jealousy with the mediating role of job adjustment of Payame Noor University staff in West Azerbaijan province. This research is applied in terms of purpose and in terms of nature and descriptive method of correlation is causal modeling (structural equation modeling). Relative class was selected using Morgan 216 table. Four standard questionnaires were used to collect information. Content and structural validity of the questionnaires were confirmed and the reliability of the questionnaires were 0.76, 0.88, 0.75, and 88, respectively. / 0 In order to evaluate the relationships between latent and measured variables in the conceptual model, structural modeling of data using PLS3 software was used. The findings of the present study indicate a significant role between variables, except for political behavior on adaptation. The results also confirmed the mediating role of job adjustment and in the causal relationship between organizational jealousy and organizational silence.Organizations, as a social entity, are both influenced by and influenced by the environment. The organizational environment is constantly changing and it is mandatory for organizations to adapt to these changes. (Moghimi, 1390).

Employee creativity and the use of their opinions are the most important factors influencing the development of organizations and act as the antidote to laziness and weakness in the organization. Meanwhile, various factors affect employees' creativity, including workplace ostracism and organizational silence.

The purpose of this study was to investigate the mediating role of organizational silence in the relationship between workplace ostracism and employees' creativity at Lorestan University. Research

The present descriptive-exploratory research is applied in terms of purpose and is based on the deductive research and positivism paradigm in term of philosophy. The statistical population of the study was 440 employees of Lorestan University. Based on Morgan's table, a sample of 205 people was selected by stratified random sampling. In order to measure the variables of the research, the (Ferris et al’s, 2008) workplace ostracism Questionnaire, (Torrance’s, 2001), creativity Questionnaire and the (Bouradas and Maria’s, 2019) organizational silence Questionnaire were used and Their reliability was confirmed by Cronbach's alpha. For data analysis, structural equations modeling and PLS software have been used.

Research findings show that workplace ostracism has a positive relationship with organizational silence and a negative relationship with employee's creativity.

The overall results of the study show that workplace ostracism has a negative relationship with employee's creativity both directly and through organizational silence.

Man and his behaviors in the organization have always been one of the most important issues in organizational behavior. Organization managers have well perceived that the most important factor in gaining competitive advantage is human resources in organizations. The present study seeks to investigate the perception of organizational structure and its role in predicting organizational silence and job burnout. This research is a descriptive and correlational one. The statistical population of the study were all the staff of the University of Birjand during the academic year of 2017. A sample of 196 people was selected based on the Morgan table and examined by relative class method. Three questionnaires were used to collect information, perceiving the organizational structure of Turkzadeh and Mohtaram (2011), Organizational Silence of Vakula and Boradas (2005), and Maslach Burnout Questionnaire (1981). The results of the research indicated that the dominant dimension of the organizational structure at the University of Birjand is deterrent. Organizational silence and burnout of university staff are lower than average. The results also showed that the organizational structure has a direct and significant relationship with organizational silence and job burnout (P<0.01). And has an inverse relationship with the empowering organizational structure. (P<0.01). The results showed that organizational silence is a predictor of occupational burnout.

The purpose of this study was to investigate the the impact narcissism on teachers' organizational silencerelationship between manager’s narcissism and The purpose of this study was to investigate the relationship between manager’s narcissism and teachers' organizational silence with mediating role of organizational hypocrisy. This study is an applied and correlation research method based on structural equation modeling. 255 teachers of Zahedan city were studied by stratified random sampling method. To collect information, three questionnaires were used: Narcissism (Ghoreyshi Rad, 2015), organizational hypocrisy (Adapted from Hadavinejad, Danaeifard, Azar, & Khaefelahi, 2010) and organizational silence (Van Dyne, Ang, & Botero, 2003). For data analysis the Pearson correlation coefficient and structural equation modeling were used by SPSS and Lisrel software. Based on results the the amount of correlation coefficient of manager’s narcissism and teachers' organizational hypocrisy (r=0.407, p < 0.001), manager’s narcissism and teachers' organizational silence (r=0.398, p < 0.001), organizational hypocrisy with teachers' organizational silence (r=0.331, p < 0.01) was positive and significant. The direct effect of manager’s narcissis on organizational silence (β=0.36, t=4.54), the direct effect of manager’s narcissism on teachers' organizational hypocrisy (β=0.45, t=6.59) and the direct effect organizational hypocrisy on teachers' organizational silence (β=0.2, t=2.54) was significant. The indirect effect of manager’s narcissism and teachers' organizational silence was also significant with the mediator role of organizational hypocrisy (β=0.09). Thus can conclude that manager’s narcissism either directly or indirectly, through the mediating variable of organizational hypocrisy has a positive and significant relationship with the teachers' organizational silence. Torganizational silence with mediating role of organizational hypocrisy. This study is an applied and correlation research method based on structural equation modeling. 255 teachers of Zahedan city were studied by stratified random sampling method. To collect information, three questionnaires were used: Narcissism (Ghoreyshi Rad, 2015), organizational hypocrisy (Adapted from Hadavinejad, Danaeifard, Azar, & Khaefelahi, 2010) and organizational silence (Van Dyne, Ang, & Botero, 2003). For data analysis the Pearson correlation coefficient and structural equation modeling were used by SPSS and Lisrel software. Based on results the the amount of correlation coefficient of manager’s narcissism and organizational hypocrisy (r=0.407, p < 0.001), manager’s narcissism and organizational silence (r=0.398, p < 0.001), organizational hypocrisy with organizational silence (r=0.331, p < 0.01) was significant. The direct effect of manager’s narcissis on organizational silence (β=0.36, t=4.54), the direct effect of manager’s narcissism on organizational hypocrisy (β=0.45, t=6.59) and the direct effect organizational hypocrisy on organizational silence (β=0.2, t=2.54) was significant. The indirect effect of manager’s narcissism and organizational silence was also significant with the mediator role of organizational hypocrisy (β=0.09). Thus can conclude that manager’s narcissism either directly or indirectly, through the mediating variable of organizational hypocrisy has a positive and significant relationship with the organizational silence of employees. The purpose of this study was to investigate the relationship between manager’s narcissism and organizational silence with mediating role of organizational hypocrisy. This study is an applied and correlation research method based on structural equation modeling. 255 teachers of Zahedan city were studied by stratified random sampling method. To collect information, three questionnaires were used: Narcissism (Ghoreyshi Rad, 2015), organizational hypocrisy (Adapted from Hadavinejad, Danaeifard, Azar, & Khaefelahi, 2010) and organizational silence (Van Dyne, Ang, & Botero, 2003). For data analysis the Pearson correlation coefficient and structural equation modeling were used by SPSS and Lisrel software. Based on results the the amount of correlation coefficient of manager’s narcissism and organizational hypocrisy (r=0.407, p < 0.001), manager’s narcissism and organizational silence (r=0.398, p < 0.001), organizational hypocrisy with organizational silence (r=0.331, p < 0.01) was significant. The direct effect of manager’s narcissis on organizational silence (β=0.36, t=4.54), the direct effect of manager’s narcissism on organizational hypocrisy (β=0.45, t=6.59) and the direct effect organizational hypocrisy on organizational silence (β=0.2, t=2.54) was significant. The indirect effect of manager’s narcissism and organizational silence was also significant with the mediator role of organizational hypocrisy (β=0.09). Thus can conclude that manager’s narcissism either directly or indirectly, through the mediating variable of organizational hypocrisy has a positive and significant relationship with the organizational silence of employees. The purpose of this study was to investigate the relationship between manager’s narcissism and organizational silence with mediating role of organizational hypocrisy. This study is an applied and correlation research method based on structural equation modeling. 255 teachers of Zahedan city were studied by stratified random sampling method. To collect information, three questionnaires were used: Narcissism (Ghoreyshi Rad, 2015), organizational hypocrisy (Adapted from Hadavinejad, Danaeifard, Azar, & Khaefelahi, 2010) and organizational silence (Van Dyne, Ang, & Botero, 2003). For data analysis the Pearson correlation coefficient and structural equation modeling were used by SPSS and Lisrel software. Based on results the the amount of correlation coefficient of manager’s narcissism and organizational hypocrisy (r=0.407, p < 0.001), manager’s narcissism and organizational silence (r=0.398, p < 0.001), organizational hypocrisy with organizational silence (r=0.331, p < 0.01) was significant. The direct effect of manager’s narcissis on organizational silence (β=0.36, t=4.54), the direct effect of manager’s narcissism on organizational hypocrisy (β=0.45, t=6.59) and the direct effect organizational hypocrisy on organizational silence (β=0.2, t=2.54) was significant. The indirect effect of manager’s narcissism and organizational silence was also significant with the mediator role of organizational hypocrisy (β=0.09). Thus can conclude that manager’s narcissism either directly or indirectly, through the mediating variable of organizational hypocrisy has a positive and significant relationship with the organizational silence of employees. The purpose of this study was to investigate the relationship between manager’s narcissism and organizational silence with mediating role of organizational hypocrisy. This study is an applied and correlation research method based on structural equation modeling. 255 teachers of Zahedan city were studied by stratified random sampling method. To collect information, three questionnaires were used: Narcissism (Ghoreyshi Rad, 2015), organizational hypocrisy (Adapted from Hadavinejad, Danaeifard, Azar, & Khaefelahi, 2010) and organizational silence (Van Dyne, Ang, & Botero, 2003). For data analysis the Pearson correlation coefficient and structural equation modeling were used by SPSS and Lisrel software. Based on results the the amount of correlation coefficient of manager’s narcissism and organizational hypocrisy (r=0.407, p < 0.001), manager’s narcissism and organizational silence (r=0.398, p < 0.001), organizational hypocrisy with organizational silence (r=0.331, p < 0.01) was significant. The direct effect of manager’s narcissis on organizational silence (β=0.36, t=4.54), the direct effect of manager’s narcissism on organizational hypocrisy (β=0.45, t=6.59) and the direct effect organizational hypocrisy on organizational silence (β=0.2, t=2.54) was significant. The indirect effect of manager’s narcissism and organizational silence was also significant with the mediator role of organizational hypocrisy (β=0.09)