The phenomenon of organizational silence in the leader–member hierarchical relationship has been characterized as an organizational dysfunction of leadership processes in healthcare settings. This study explores how relational identity mediates the relationship among organizational silence and leader–member trusted interactions, shedding light on the way military hierarchical relationships are formed and enabled. The empirical cross-sectional research was conducted in a military hospital using 160 leader–member dyads. Data were analyzed using SPSSv25 (Statistical Package for Social Sciences). Acquiescent silence negatively impacted on trust (affect-based and cognition-based) and this relationship was improved via the mediation of the leaders’ or the members’ relational identity. The findings imply that organizations should focus on developing relational identity as a key enabler of addressing the effects of members’ acquiescent silence. Also, attention should be given on the association of trusting work relationships and unhindered knowledge exchanging.
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