فهرست مطالب اختر خوش نواز

The aim of this study was to investigate and prioritize leadership Substitutes in Qazvin University of Medical Sciences with a view to organizational mission. Leadership successors have questioned the need for leadership in some situations. In such a way that some of the conditions can be considered as a substitute for leadership.The method of this research is quantitative in terms of the nature of the data; In terms of purpose, it is practical.

The role of leadership in fundamental change in the organization today is more important than ever. New theories of organizational leadership open up new horizons every day in how organizations are managed and move in the direction of growth and development, and give managers and leaders the knowledge they need to cope with environmental change.Today, due to changes in human resources in organizations, and with the specialization and knowledge of human resources, the type of leadership in the organization will undoubtedly change and the need for a leader in the organization to perform tasks other than further leadership is felt.

Case study

The University of Medical Sciences, as an important focus in the field of health and wellness of the country, is no exception. The University of Medical Sciences, as an important hub in the field of health and wellness of the country, is no exception. As the University of Medical Sciences has a variety of missions in the fields of treatment, health and medical education, it requires specific leadership styles. To be able to use the capabilities, expertise and experience of its staff, who are professional employees with a high level of knowledge and skills, to be more and more successful in carrying out their missions and be able to retain their employees in the competitive world of organizations.

Theoretical framework

The theory of leadership successors was first proposed by Kerr and Jermir in 1978, and suggests that the need for leadership is questionable in some contexts.This theory has been called the theory of leadership successors and claims that some conditions can be considered as a substitute for leadership and make the leadership task unnecessary, as an example of indifference to organizational rewards or the existence of cohesive working groups are among the factors. According to this theory, they can question the need for leadership (Alwani, 2016: 153). Substitutes for leadership are a wide range of individual, work, and organizational characteristics that affect the relationship between leader behavior and the satisfaction, morale, and performance of subordinates (Kerr and Jermir, 1978: 388).

The statistical population consisted of 37 senior staff members, of which 33 were selected by convenience sampling method using Krejcie and Morgan table and also 7 organizational experts of Qazvin University of Medical Sciences were selected by judgmental sampling method. The validity of the questionnaire was assessed by face and content validity methods.Cronbach's alpha method was used to evaluate the reliability of the questionnaire in this study. Since the calculated alpha value for all components is higher than 0.85, it can be concluded that the research questionnaire is sufficiently reliable.One-sample t-test was used to analyze the data in the quantitative part and also Mikhailov fuzzy hierarchical analysis method and Lango software were used to rank the leadership substitutes.

The results of the analysis of research data indicate that in Qazvin University of Medical Sciences, missions to provide specialized and efficient manpower required by the country and to provide, efficient production and distribution of financial resources can not be done without a leader, because none of the characteristics Job, organization, individual and value can not replace the leader to carry out these missions.In contrast, participatory missions in providing, maintaining, and promoting community health and providing health services can be performed entirely without a leader, as all four occupational, organizational, personal, and value characteristics can replace the leader in carrying out these missions. Also, in science and technology production missions in the fields of health care and medical education and the production, provision and dissemination of health knowledge at the global level, job, personal and value characteristics can replace the existence of a leader to do it.In the mission of sponsoring and providing health services at the regional, national and provincial levels, individual characteristics can replace the leader in carrying out this mission.

Thus, the results of this research in Qazvin University of Medical Sciences showed Mission and provision missions, providing health services at regional, national and provincial levels and producing science and technology in the fields of health and medical education and participation in providing and maintaining and promoting community health and providing health services and production, supply, dissemination of health knowledge At the global level, it can be done with leadership Substitutes. Missions to provide the specialized and efficient manpower required by the country and to provide, produce and distribute financial resources efficiently with leadership Substitutes cannot be done. Among the variables that make up leadership Substitutes, personal characteristics have the highest priority, value characteristics, job characteristics in the second and third ranks, and the last priority related to organizational characteristics.

The present study was conducted with the aim of examining and prioritizing leadership Substitutes in the program and budget organization with a view to organizational mission. Leadership Substitutes have questioned the need for leadership in some situations. In such a way that some factors such as job, personal, organizational and value characteristics can be considered as a substitute for leadership. The method of this research is quantitative in terms of the nature of the data; In terms of purpose, it is practical. The statistical population included 7 organizational experts who were selected by judgmental sampling method and 33 senior staff managers of the Program and Budget Organization who were selected by census sampling method. Three researcher-made questionnaires were used to collect data. The data analysis method is SPSS software and one-sentence t-test as well as Lengo software and Mikhailov hierarchical method. This study showed that the Planning and Budget Organization, given the high levels of administrative independence and below average and almost low operational independence in carrying out its missions, can use which leadership Substitutes and with what priority. Also, the priority of the variables that make up the leadership Substitutes in the program and budget organization were determined as individual, organizational, job and value characteristics, respectively

The present study aimed to investigate the capabilities of leadership successors in carrying out organizational missions of the police force of the Islamic Republic of Iran to determine which missions by leadership successors can be implemented in the NAJA. Leadership successors are characterized by factors such as personal, occupational, organizational, and value characteristics that make leadership necessary in many unnecessary situations.

The research method is applied in terms of purpose and quantitative in terms of the nature of the data. The statistical population of the study includes experts, managers and staff experts of the police force and its statistical sample includes 7 organizational experts, 54 staff managers and 200 staff experts of the police force who were selected by simple and accessible sampling. A researcher-made questionnaire was used to collect data, whose face and content validity was confirmed by experts and Cronbach's alpha coefficient was 0.85. Also, one-sample t-test and independent t-test were used to analyze the data.

This study showed that value trait can be considered as a successor to leadership in all NAJA missions; But individual character can not play a role as a successor to any of the missions. The results also showed that there is no significant difference between the current and desired situation in the studied areas (p <0.05).

In line with the obtained results, it is suggested that specialized courses and workshops be held to promote creativity and self-fulfillment to empower employees so that different dimensions of leadership leadership in the organization can be researched.

The present study was conducted with the aim of identifying and prioritizing the variables forming the successors of leadership in the headquarters of the Disciplinary Command of Qazvin Province. Leadership successors have questioned the need for leadership; in such a way that some of the conditions such as job, individual and organizational characteristics can be considered as a successor to the leadership of the organization and make it impossible for the manager to lead the task.  

The research method is mixed in terms of data nature and applied in terms of purpose. The population of the study includes texts, as well as 10 academic experts in the field of human resource management, whose opinions were used to identify the types of leadership successors. The statistical population of the quantitative section also includes senior managers of the Qazvin Police Headquarters and its statistical sample consists of 7 senior managers of the police force who were selected by judicial sampling method. Also in this study, data collection was performed by distributing a questionnaire. The qualitative analysis method was the thematic analysis method and Mikhailov's hierarchical method was used to rank the data. The validity of the questionnaire was verified through formal and content validity and its reliability was assessed by calculating the discrepancy rate.

This study, while identifying the types of leadership successors in the police force, showed that by prioritizing the variables that make up the leadership model, the police force will reduce the presence and role of leadership in the organization. Prioritization of these factors includes: value characteristics, organizational characteristics, job characteristics and individual characteristics.