فصلنامه مطالعات رفتار سازمانی
سال ششم شماره 1 (پیاپی 21، بهار 1396)

This study aimed to identify factors effective in creating toxic climate and ranking factors have been identified as an antecedent of organizational toxic culture. This study is applied and descriptive survey. and study population consisted of staff and experts with experience of the law enforcement agencies in Fars province .By studying the literature, organizational factors that predispose individuals were found toxic climate. And then, using SPSS software and Kolmogorov-Smirnov tests and sample t-test was found the factors and the factors discussed in our organization are also true. Which include toxic leadership, toxic interpersonal relations, toxic occupational structure, toxic reward system and the toxic physical structure . After identifying these factors preparing a questionnaire paired comparisons, we ranked them. The questionnaire paired comparisons between the 10 experts and people experienced one of the government organizations was distributed. After collecting the questionnaires, using the software Expert Choice and AHP techniques to rank the factors discussed Ranking Results showed that toxic leadership to the importance of weighing 0.591 in the first place, toxic Interpersonal relations by weight of 0.202 in the second, toxic occupational structure with 0.107 weight was in third place, toxic Reward system with 0.07 in the fourth and toxic physical structure by weight 0.03 were ranked fifth in terms of importance. All components are also associated with each factor separately and as a whole, based on their total weight, were ranking.

In this paper it is tried to survey the nature of quantum leadership as a modern approach in organizational leadership of twenty-first century through reviewing the literature. For this purpose, a meta-synthesis method was applied as a qualitative method for systematic conclusion of research results. 45 research papers were identified and screened and 28th of them were selected. Totally 84 codes were extracted and explained in the form of three category: why, what and how of quantum leadership. In discussing why quantum leadership, four reasons including uncertainty phenomena, environmental complexity, extensive and mutual interactions, and constant and rapid changes, derived from quantum paradigm have resulted in quantum leadership. In the case of what, characteristics of quantum leadership were expressed and six main leadership skills of creative thinking, systematic thinking, conscious intuitive thinking, contingent thinking, inspiring and self-organizing ability were identified. And finally, in discussing how, mechanisms and strategies used by quantum leaders were explained. Results showed that quantum leaders use six strategies and action as participative decision making, generating trust atmosphere and supporting others in creating positive atmosphere and teamwork, information currency facilitation, encouraging self-organizing and self-control, supporting creativity and creating excitement.

Nowadays the paradigm of manager-as-coach or coaching managinrail has been raised as a new discourse in the sphere of human resources management. Given the privileges that manager's coaching has for employee's job and behavior attitudes, many organizations and companies have tried to institutionalize this style of management in their organization. On this basis, the aim of this article is to examine the relationship between manager-as-coach's behavior and employee's inclination for turnover, directly or indirectly, through employee's job attitudes including job satisfaction, organizational commitment and organizational identity. Statistical population is staff one of them Industrial –Defense organization, 500 persons were selected as sample by using simple Random Sampling. For this purpose, the structural equation modeling has been used for testing the hypotheses. The results of data analysis showed that manager-as-coach's behavior has a direct impact on job attitudes and reducing inclination for turnover. Also Research result indicated that there is a nagative relationship between organizational identity and organizational commitment with tented employee's turnover, but job satisfaction lock relationship with turnover.

The aim of this research, study of status of team building and teamwork in state universities using the case study method was qualitative approach. To realize the status of team building and teamwork at the university, it was applied semi-structured interview and relevant documents reviewing. The statistical population includes all managers of Ferdowsi University of Mashhad (FUM). Among them 14people with purposeful sampling method were selected. For the analysis of information obtained from interviews, content analysis method was used to open and axial coding. The results of the interviews showed that the characteristics of team-building and teamwork at the University, including 2 general categories and 10 subcategories and also the status of team building and teamwork in the university is not appropriate level. Furthermore the university had no a disciplined and structured program to team building and improvement teamwork.

The successful response and dynamic range of any organization in a competitive and global changes require a change in organizational activities, how to manage them, especially leadership. Leaders who are deeply injected values, and linking the interests of individual and helped the organization as well as with the support of new ideas, Areas for development and improvement activities and provide entrepreneurial capabilities. This study aimed to explain the impact of transformational leadership on employee's psychological empowerment to develop capabilities and entrepreneurial activity in the organization. This study has a descriptive survey. The sample according to the sample of 254 students of Lorestan university employees (faculty and staff) to 750 using stratified random sampling method is Checked. The instrument used in this study was a questionnaire which its validity through the content validity and reliability through Cronbach's alpha is approved. To test the hypotheses, structural equation modeling approach and software are used Amos. The results showed that the confidence of 0/05 transformational leadership significantly positive effect on psychological empowerment and organizational entrepreneurship. In addition, it can be stated that the level of psychological empowerment 0/05 error mediator of the effects of transformational leadership on organizational entrepreneurship.

Although the employee’s comments, suggestions, and criticism are the key factors of the organizational development in the current age, some organizational factors have been making the less employee participation in the organizations. This study aimed to explore the factors of the organizational silence and its possible impacts on the Bank of Agriculture. The present study is a fundamental and qualitative research. According to interviews, lack of respect for meritocracy, fear, feelings of injustice, learned helplessness, lack of managers triggers, centralization, organizational confusion, mental attitudes of managers, cultural weakness, lack of trust within the organization, centralization ambiguities, organizational, social learning and self-interest of employees, as the factors formation of organizational silence is detected. The indifference of employees, reduce employee performance, employee dissatisfaction, undermining knowledge management cycle, reducing the bank's financial performance and reduce customer loyalty was identified as the consequence of organizational silence. The indifference of employees, reduce employee performance, employee dissatisfaction, undermining knowledge management cycle, reducing the bank's financial performance and reduce customer loyalty was identified as the consequence of organizational silence.

One of the problems of today's organizations, is the lack of trust between employees and managers. In our organizations specially in government agencies a significant gap exists between employees and top management and the wants of both side. As a result of this gap, decisions often encounter executive problems. Thefore the aim of this study is to identify and prioritize the factors affecting trust and rank them from the perspective of managers and employees of Tehran University of Medical Sciences. In terms of goal this study was practical an the study population consisted of managers and employee of financial department at Tehran University of Medical Sciences and Health Services and among 400 people, 198 people were selected as sample. The results obtained using Analytic Hierarchy Process shows that "competency" with a weight of 0.246 has the most impact on building trust between employees and managers from the perspective of employees . The rank and weight of other factors are as follows: 2. Delegation (0.180) 3. participation and loyalty (0.160) 4-respect to the values (0.157) attention 5. (0.139) 6. stability of personality (0.119). Also"competency" with a weight of 0.266 has the most impact on building trust between employees and managers from the perspective of managers . The rank and weight of other factors are as follows: 2. Delegation (0.238) 3. respect to the values (0.160) 4- participation and loyalty (0.152) attention 5. (0.105) 6. stability of personality (0.079).