فهرست مطالب ali. shirazi

Global Transformational Leadership (GTL) is an approach that focuses on understanding, adopting and directing change by creating a global network and teamwork and learning environment in order to compete in the global arena. The GTL has attracted the attention of organizations that operate globally, but there are uncertainties regarding its various dimensions, especially the strategies for developing its competencies in organizational leaders. Iran's Ministry of Energy (IME), as a vital government agency, has a global orientation, but is facing challenges to develop its leaders in an increasingly competitive global marketplace. Thus, this research aims to explore strategies for developing GTL competencies in the context of IME. The research method is qualitative with an exploratory approach. The study population is managers with experience and expertise in the international projects of IME. To collect data, 15 of these managers were selected using the purposeful sampling method and participated in semi-structured interviews. The thematic method was used to analyze the collected data. The findings led to identifying strategies to develop transformative leadership competencies in IME. Two overarching strategies identified, namely empowerment strategies and individual development strategies are discussed and their implications for IME are highlighted.

This research was conducted with the aim of providing a model for transformational leadership in the Ministry of Energy on a global scale. The qualitative framework, grounded theory approach, and systematic paradigm model were employed in conducting this study. The model includes causal conditions, intervening conditions, contextual conditions, strategies, and consequences of the competencies of transformational leaders in the Ministry of Energy. In this regard, fifteen deputy ministers, advisors, and managers of international companies affiliated with the Ministry of Energy were selected as a sample for semi-structured interviews. The interviews were analyzed in three stages: open coding, axial coding, and selective coding. In total, 192 open codes, 45 axial codes, and 16 selective codes were categorized. The findings demonstrated that the competencies of global transformational leaders in the Ministry of Energy in Iran encompass cognitive skills, global communication skills, general and specialized knowledge, and specific attitudes. In addition, causal conditions include personal characteristics, experience, and organizational factors, while strategies involve individual empowerment and development. Contextual conditions consist of organizational culture and a fair system, and intervening conditions include sanctions, national culture, and macro policies. Lastly, the consequences entail achieving the goals and missions of the Ministry of Energy, higher national income, sustainable development, and enhancing national security.

Examining leadership models in today's complex and uncertain conditions suggests that competitive and hierarchical based traditional leadership models do not meet the environmental challenges facing organizations and the need to pay attention to follower-based leadership styles is being felt. For this purpose, the present study was conducted with the aim of discovering the meaning and fundamental structure of self-sacrificial leadership. The case study includes the operational staff of the emergency organizations (firefighters and medical emergency staff) in Mashhad. Eighteen individuals were chosen in a purposive sampling method to reach the point of theoretical saturation. The present study employs a phenomenological research strategy and Semi-structured interviews were used to gather data. Four measures of validity, transferability, dependability, and confirmability were emphasized to ensure the qualitative rigor of the present study. MAXQDA qualitative analysis software was used to classify the qualitative findings of the study. Based on the results of this study, thirteen sub-components were classified into three components. The discovered components of self-sacrificial leadership from the participants' point of view are ignoring material and spiritual assets, ignoring sources of power and self-sacrifice. Finally, based on the obtained components, a description of the meaning and structure of self-sacrificial leadership was provided. From the point of view of the operational forces of rescue organizations, the meaning of self- sacrificial leadership is a management style in which the commander and the operational manager, by emphasizing their ideals, sacrifice material and spiritual assets and sources of power, and finally the level of sacrifice of interests reaches its peak with self-sacrifice.

The organizational pride of employees is a vital factor in the success of organizations. This concept has emotional and cognitive dimensions that make employees experience positive perceptions of successful events and the general atmosphere in the organization. The purpose of this research is to identify the components of organizational pride in Khorasan Regional Electricity Company.

The philosophy of this research is interpretive, and its approach and strategy are qualitative and phenomenological respectively. The data of this research was collected through semi-structured interviews with managers of Khorasan regional electricity company who are familiar and experienced with the subject of the research. The participants were selected through targeted sampling by snowball method among 30 managers, and the data reached saturation after interviewing 20 samples.

The research results show that organizational pride includes 2 themes in individual and organizational domains, which are explained in 21 clusters.

According to the obtained framework, the individual theme includes pride in the job, colleagues, personality, appropriate behaviour, and positive emotions, and the organizational theme includes categories such as organizational, cultural, behavioural and functional pride, as well as organizational atmosphere, the importance of activity, productivity, Transcendent goals, organizational support, trust, incentive systems and human resources, production, distribution and market indicators, pride to customers and brand reputation.

Nowadays, human resources are considered the most valuable organizational capital. One of the best methods to maintain and promote this resource is improving its quality of work life which refers to employees' perception of work conditions and fulfillment of personal and work needs. On the other hand, transformational leadership style and managers' emotional intelligence are among the most important factors affecting employees’ quality of work life. Transformational leaders, using their emotional skills, positively impact followers and increase their commitment to organizational goals and vision. To improve followers’ quality of work life, leaders must accurately apply and develop emotional intelligence skills and competencies. Since employees' performance is influenced by managers’ attitudes and they learn emotional behaviors from their managers, leaders need to have emotional intelligence. The main purpose of this research is to determine the impact of managers’ transformational leadership on employees’ quality of work life as well as to investigate the mediating role of managers' emotional intelligence in the Water and Wastewater Company of Mashhad.

THEORETICAL FRAMEWORK:

  Transformational leaders have a significant influence on their followers and stimulate them toward specific objectives by determining their roles and assigned duties. Transformational leadership style consists of four components, including idealized influence, intellectual stimulation, inspirational motivation, and individualized consideration. Emotional intelligence refers to the capacity to recognize and manage the emotions       of own and others. It consists of two major dimensions, including personal and social competencies. Social competencies include social awareness     and relationship management. The concept of quality of work life is a philosophy to make employees more effective at the workplace by improving their psychological well-being and job involvement. Numerous pieces of research confirmed the relationship between employees’ quality of work life and outcomes such as satisfaction and commitment. Furthermore, previous studies indicated that transformational leadership style impacts managers’ emotional intelligence which in turn affects employees’ quality of work life.

   This research is categorized into applied and descriptive-survey studies from in terms of purpose and method. The statistical population comprised employees who work in the Water and Wastewater Company of Mashhad. The statistical sample consists of 224 employees who were selected  with simple random sampling based on Cochran's formula. Needed data     was collected using a questionnaire, items of which ranged on a 5-point Likert-type scale. Finally, 225 well-qualified questionnaires were returned. The face and content validity of the questionnaire were evaluated and approved by management experts. In addition, its construct validity was examined and confirmed via confirmatory factor analysis, and its reliability via Cronbach’s Alpha coefficient. Data analysis was performed by conducting structural equation modeling in Amos software.

Based on obtained results, the transformational leadership style significantly affected the managers' perceived emotional intelligence which in turn affected employees’ quality of work life. This shows that managers can improve their emotional intelligence competencies and their employees’ quality of work life through this leadership style. The significance of the impact of transformational leadership on employees’ quality of work life was rejected. Accordingly, it can be suggested that factors such as excessive administrative bureaucracy and bureaucratic organizational culture in governmental organizations may prevent the impact of transformational leadership on employees’ quality of work life. Overall, the role of managers perceived emotional intelligence in the relationship between transformational leadership and quality of work life was full mediation.

 CONCLUSIONS & SUGGESTIONS:

In general, it can be stated that the managers' transformational leadership and emotional intelligence help them to effectively stimulate the employees towards organizational goals and provide an appropriate environment  for improving their quality of work life. Accordingly, the managers of  the target organization are recommended to hold courses by inviting     expert consultants for training the skills and competencies of transformational leadership and emotional intelligence. Furthermore, they should provide a suitable environment to support employees’ participation and communication. Expansion of informal relationships allows the employees to express their opinions and emotions in line with enhancing trust between employees and managers. We recommend future researchers investigate the moderating role of organizational culture and compare  the results with that of the current research. Additionally, they are recommended to examine the impact of managers’ emotional intelligence on their performance in the future.

Our aim in this study was to make an intervention in the target group in order to improve interpersonal relationship skills via listening. To do that a pseudo-experimental plan was used in two control and experiment groups of nine. After the pretest, reading Theatre of the Absurd pieces in collective bibliotherapy sessions, 9 salespeople in the experiment group received the necessary instructions. Four weeks after the reading sessions, the control and experiment groups were tested again. Data analysis was performed by one-way ANCOVA. Also, to strengthen the findings related to the first stage of the study, the customers’ perspectives/attitudes were analyzed twice both before and after the instructing. The results suggested that reading absurd theater pieces impacts listening skills in salespeople and that impact is reflected not only in their attitude (self-assessment) but also in their behavior (assessing customer).

Islam and the law of many countries, including Iranian Civil Law, agree that the murderer is not entitled to the inheritance of the murdered heir. The scope of dispute is only about the limits of this deprivation and its extension or non-extension to the types of murder. But the issue of deprivation of the heir who was an accomplice in the murder, in the case of the silence of the law and many jurisprudential texts, is the place for stopping to give an opinion. In addition, it needs to be investigated whether the deputy in murder can receive a pension from the pension funds as the survivor of the victim or not. On the one hand, the exceptional character of the impediment to inheritance and the need not extend it to indefinite titles and on the other hand, the reasonableness of following the wisdom of the ruling on the deprivation of the killer and its extension has made it difficult to provide a conclusive opinion. However, there are reasons and documents in which we can state carefully that the issue of deprivation of inheritance and receiving a pension is also probable in this case, and the grounds for this conclusion are more solid. Thus, this paper aims to analyze the issue and provide a solution based on an analytical-critical approach.

New features of today's organizations have led to the emergence of a new organizational structure called proactive behavior and to be considered as one of the organizational behavior. Proactive behavior can be a high-impact concept that plays an important role in enhancing individual, team, and organizational effectiveness in managing and operating an economic of organization. We provide an integrative search on presentation and testing a model of individual(Proactive personality) contextual antecedents(Initiative Climate, job autonomy, Transformational Leadership) of proactive behaviors with mediating role of cognitive-motivational states in Automotive parts industry in Khorasan Razavi province.IntroductionOne of the most significant ways of maintaining industry and overcoming critical situations, technological sanctions and intense competition with foreign competitors is to concentrate on workforce, which is a valuable asset of every organization. Therefore, development, reinforcement and modification of behavior can result continuous and effective changes in industries. The emergence of proactive behavior in the organization can be the basis for increasing the productivity of human resources in the industry. Therefore, identifying this behavior and analyzing the causes of its occurrence, in order to strengthen and create this behavior in organizations, can lead to fundamental changes in the industries of the country. In addition, it can help with accelerating organizational changes, reducing costs, being aligned with customer needs, increasing profitability, and ultimately improving industry performance. Consequently, the purpose of this study is to investigate the antecedents and mediating factors of proactive behavior and its impact on the occurrence of such behavior in the   automotive parts industry of Khorasan Razavi Province.Case studyThe statistical population of this study is all personnel of the in Automotive parts industry in Khorasan Razavi. The total number of employees was 5268 and 392 were selected by simple stratified sampling.Theoretical frameworkThe model we test proposes that individual differences and work environment variables affect proactive cognitive-motivational states, which, in turn, lead to proactive behavior. This model concurs with Frese and Fay(2001), who, drawing on Kanfer(1992), proposed individual and contextual variables as distal causes of proactive behavior that have an effect via more proximal variables such as role breadth self-efficacy. The hypothesized role of such cognitive-motivational states is consistent with social– cognitive theory, which proposes that humans are reflective, self-regulating agents who are not only products but also producers of their environment (Bandura, 1982). It is also consistent with job design theory, which proposes that job characteristics affect outcomes via critical psychological states(Hackman & Oldham, 1976). In a contrasting theoretical model of proactive behavior, Crant(2000) proposed that motivational states and contextual factors affect proactive behaviors directly.Methodology and MethodsThis study is an applied research in terms of its objective and is of survey type in terms of its data collection and method.the required information was collected using questionnaires. To test the research hypotheses, structural equation modeling has been used.Discussion and ResultsIn this paper, 13 main hypotheses were investigated, and confirmed. The results are in line with many other studies conducted in different fields. The results indicate that individual and contextual antecedents independently and through motivational-cognitive states, cause the emergence of proactive behaviorConclusionBased on the outcomes, first of all, active managers in this field are recommended to identify the factors affecting the creation of initiative climate, and make arrangements to expand transformational leadership. Moreover, effective human resource units in training and employment are advised to plan on improving staff competencies and using valid tests to recognize people with proactive personality.

In today's changing world, one of the issues that fuels organizational risks is the lack of a strategic and long-term approach. Managerial myopia is a pervasive complication that limits the set of options considered by decision makers. This phenomenon has become an important research necessity due to the problems and issues that it has created for organizations. Therefore, the present study was conducted with the aim of providing a mo del of managers' myopia in government organizations. This research is applied research In terms of purpose and the philosophy of research is interpretation based on qualitative approach. The studied population of the study is the managers of government organizations who were selected using purposive sampling method based on theoretical adequacy. Also, the data collection tool in the present study is an interview.The results of the research led to the emergence of the final model of research with name of "managerial myopia". The results of data analysis were analyzed using MAXQDA qualitative analysis software and open, axial and selective coding processes. The results of the research include presenting a model that has identified the factors and components related to causes, correlated factors, mediating factors, requirements and results related to the central category of the research. This research has provided the necessary ground for understanding and recognizing this behavior, as well as its control and prevention in the organization.

Career boundaries are effective in all aspects of the medical profession. Since many factors can shape a junior doctor’s choice of career, the concept of career has always been the focus of medical discussions and has even been able to be used as a perspective in medical education. The aim of the present study was to provide a conceptual framework of career boundaries in the medical profession.

The present study is fundamental in terms of purpose and qualitative in terms of approach. The statistical population of this study included physicians who were selected by non-random snowball sampling. The criterion for entering the sampling was their having more than five years of work experience, and the criterion for completing the sampling was the researchers’ reaching theoretical saturation: a total of 19 people participated in the study. In order to collect the data, a semi-structured interview was held, and for the analysis of the collected data, the systematic grounded theory was used.

The research findings indicated that the conceptual framework of career boundaries in the medical profession includes individual differences and social institutions as causal conditions, work-family boundaries, geographical boundaries, social boundaries, organizational boundaries, moral boundaries, and legal boundaries as the central phenomenon. Findings also included understanding boundaries, reviewing boundaries and crossing boundaries under strategies, educational and cultural contexts under the context conditions, macro-factors and micro-factors under the intervening conditions and future of the career, and re-planning the career and work-family balance as the consequences.      

Paying attention to the conceptual framework of boundaries can be a great help in planning, deciding, managing, and developing a career for physicians and other occupations. In addition, employed physicians, especially physicians who are at the beginning of their careers, job seekers, and university graduates can be aware of the boundaries of their careers. In addition, they become aware of the consequences of their career boundaries to make choices more openly and increase their chances of career success.

The results showed that the microhardness and tensile strength of the heat-affected zone as the weakest welding zone in some samples reduced up to 30% compared to the base metal. On the other hand, a decrease in rotational speed, an increase in tool movement speed, and the number of welding passes cause grain refinement and improve mechanical properties. However, the effect of decreasing the rotation speed and increasing the tool movement speed were shown to be more favorable due to less heat production. Accordingly, the hardness in the welded zone with a rotational speed of 600 rpm and a movement of 80 mm/min increased from 90 to 125 HV  compared to the base metal, and the hardness reduction in the zones around the welded zone was only 5 Vickers. It was also found that reducing the grain size of the stir zone, while improving the mechanical properties leads to increasing the density of the surface pasive layer, preventing the attack of aggressive chlorine ions and thus reducing the corrosion intensity by 50 times in saline seawater.

New features of today's organizations have led to the emergence of a new organizational structure called proactive behavior and to be considered as one of the organizational behavior. Proactive behavior can be a high-impact concept that plays an important role in enhancing individual, team, and organizational effectiveness in managing and operating an economic of organization. We provide an integrative and comprehensive review on antecedent of proactive behavior spanning 34 years (1985–2019), and in so doing extend the field in three different ways. First, we provide the concept of proactive behavior in comparison to other related approaches has been presented, furthermore, proactive behavior antecedent is identified by means of motivational, individual, and contextual antecedent. Finally, moderating and mediating variants concerning proactive behavior antecedent is extracted. All in all, our review paints a holistic picture of where the literature has been and where it should go into the future.Key Words: Proactive Behavior, Personal Initiative, Antecedent, Systematic Review.

Studies show that anti-citizenship behaviors can cause many problems in the organization. However, anti-citizenship behaviors and the impact of leadership style on them have been less studied. Accordingly, the effect that both styles of authenticity and hypocrisy can have on anti-citizenship behavior through the ethical climate of the organization has been investigated in the present study.  The population of the study consisted of 285 administrative staff, among which 151 were selected by stratified sampling method. Tools used to collected data authentic leadership questionnaire of Avolio et.al(2006), researcher-made hypocritical management questionnaire based on the hypocritical behavior components of Crisp and Cotton (1994), ethical climate questionnaire developed by Victor and Cullen(1988) and anti- organizational citizenship behavior questionnaire of Gholipour et.al(2008) that content validity structures and reliability of their approval reached. The results of the research indicated that leadership styles of authenticity and hypocrisy through ethical climate significantly affect organizational anti-citizenship behaviors. But the significant direct effect of these two styles on anti-citizenship behaviors was not confirme.

Most studies suggest that a key characteristic of organizational leadership is "integrity".  Eisenhower went even further and claiming that it is not only a key characteristic, but also the most important characteristic of leadership, and without it, leadership success would not be possible in any field, including the football field, the army, or at the organizations (Covey, 2005). Also, the results of a survey show the more than 70% leaders of top companies of S&P index have believed that honesty is one of their core values (Guiso, Sapienza & Zingales, 2015). Hence, Avolio & Gardner (2005) have emphasized "integrity" as one of the principle values of leadership in the development of authentic leadership. This type of leadership become reality in the allingment between words and deeds, the allingement between words and values, and the stability of behavior in various situations, which is referred to as behavioral courage(Simons, Leroy, Collewaert & Masschelein, 2015). Peterson & Seligman suggesteded integrity as one of the dimensions of moral courage and it equivalented as "authenticity". According to them, being authentic means integrity in words, integrity in appearance, integrity in behavior and integrity in responsibility (Rego, Cunha & Clegg 2014). On the other hand, deceitful and hypocritical behavior is opposite to leaders integrity behaviors (Shareef Younus, Ahmmad, & Radrakrishnan, 2019). A hypocritical manager is one whose behavior and actions aren't alignment with the beliefs he or she has expressed (Zamulinski, 2015). Baston et al.(1997) defined it as pretend of morality without payment(Jauernig, 2019). The ethical behavior of organizational leaders is important because they are the creators of the organization's social behaviors. If employees feel that the managers of the organization are integrity in their social exchange, they will also tend to positive behaviors, and vice versa, if they witness the hypocritical behavior of their managers, they will behave accordingly. Meanwhile, they are able to direct employee behavior by shaping the ethical environment of the organization (Cheng & Wang, 2015). Hence, the present study search to explain the mediating role of the ethical climate as a result of authenticity and hypocritical leadership on organizational anti-citizenship behavior.

Case study

The statistical population of the study included 285 employees of the headquarters of education adminstration of south khorasan province and its affiliated units in 11 cities of the province. According to Morgan table, 163 people were selected as the sample size and selected using stratified random sampling method. Among the distributed questionnaires, 151 items were returned and used for statistical analysis.

This study is an applied research in terms of its objective, is descriptive in nature, and is of survey type in terms of its data collection and method. the required information was collected using questionnaires. To test the research hypotheses, structural equation modeling has been used.
 

The results of hypothesis testing showed that of between 8 proposed hypotheses, 6 hypotheses have been confirmed and 2 other hypotheses not approved. As a result of this test, was not confirmed the direct and significant effect of authentic leadership and hypocritical management on anti-citizenship behaviors. But, was confirmed the effect of authentic leadership style and hypocritical management on the ethical climate as a mediating variable and the effect of this variable on anti-citizenship behaviors. In this regard, was confirmed the mediating role of the ethical climate. Authentic leadership have a positive effect on ethical climate; hence, decrease anti-citizenship behaviors. Vice versa, hypocritical management increased anti-citizenship behaviors; because, it have a negative effect on ethical climate.

Aim of present research was to examine the role of authentic and hypocritical leadership styles on anti-citizenship behavior through the ethical climate of the organization. Anti-citizenship behaviors can very impact on organizations. Hence, hypotheses (1) and (2) predicted that authentic and hypocritical leadership styles would directly direct anti-citizen behavior. But the findings of the study, did not confirm this prediction contrary to the results of studies by Choi et al. (2020), Peng and Wei (2019) and Pierce and Gikalon (2003), because the behavior of people derive from their perception of organizational variables such as ethical climate. Nevertheless, the results of hypotheses (3) and (4) were similare to research findings of Quincy et al. (2019) and Simmons et al. (2015) showed that authentic and hypocritical leadership can affect the ethical climate of a organization. Because, the manager's leadership style plays an important role in the set of employees' cognitive interpretations of the organization, including the ethical climate. On the other hand, like the findings of Newman et al. (2017) and Zeinali Soomeh and Pourezat (2012), hypotheses (5) and (6) confirmed the significant effect of ethical climate influenced by management style on anti-citizen behavior. As mentioned, the ethical climate refers to behaviors that are thought to be morally correct and indicate response against how to deviate from those behaviors (Shacklocki, Manning, Hort, 2011). But, the examination and confirmation of the mediating role of the ethical climate as a result of impact authentic leadership and hypocritical management on anti-citizenship behaviors within the framework of Hypotheses (7) and (8) was distinctive charactristic of present study compared with previous research. According to Litvin and Escheringer (1968), organizational climate is a filter through which the expectations of leaders and the characteristics of the organization are understood and create appropriate behaviors in the organization. Therefore, is suggested to managers that be adopting ethical styles such as authentic leadership and avoiding hypocrisy in order to reduce the scope and severity of destructive behaviors such as their employees anti-citizenship behaviors.

The main aim of this study is to explore and explain the antecedents of emotional climate of organization, and to introduce its components in National Iranian Oil Products Distribution Company (Khorasan Razavi). This is a qualitative research study, which is based on content analysis strategy. The data were collected through semi - structured interviews, and the analysis was done by the qualitative content analysis. The statistical population consisted of all employees of National Iranian Oil Products Distribution Company in Khorasan Razavi District, and the sample was selected by using purposeful sampling up to the theoretical saturation and sampling adequacy of 19 people. The findings showed that the antecedents of the emotional climate of organization can be grouped into seventeen categories, including manager’s characteristics, meritocracy, respecting employees, corporate reputation, political parties, self-interest, ranking system, privatization, administrative rules, compensation system, organizational ethics, external environment of the organization, organizational justice, knowledge management, conflict, type of work, and job rotation. Recognition of these antecedents and their sub components can help the managers to better understand their organization and make necessary changes to provide a well-managed emotional climate in line with the organizational goals.

The present study is a theoretical exploration that tries to provide ontological criteria, while conceptually explaining the principles and separating them from the basic principles, sub-principles, rules and partial practical patterns, to provide the possibility of scientific judgment about the position and relationship of concepts with each other. Then, it critiques and re-reads what is mentioned in the existing works in this field as "principles of Islamic diplomacy" based on the presented ontological principles. To achieve this goal, the three foundations of monotheistic thought, political thought and Islamic diplomacy are presented and seven key propositions are identified as principles derived from them and others as sub-rules and rules that come from the main propositions. Also, an attempt has been made in the form of a qualitative method and based on the principles of theoretical research method, to show the how of articulating the floating signifiers of Islamic diplomacy in the system of Islamic political thought and by drawing a final chart, the result of the research achievements is presented.

One of the newest approaches in the discussion of talent management is to consider the issues of diversity in it. Given the novelty of combining these two concepts, the aim of this study is to provide a model of talent management in which the issue of diversity is considered. Therefore, the comprehensive model was extracted using the Grounded theory method and the glaser approach. With the purposeful sampling method, semi-structured interviews were conducted with 26 managers of consulting engineering companies in the electricity industry, until theoretical saturation was achieved. The software used to encode the data was Maxqda version 10. According to the model, the main process was known as diversity-based talent management, which includes four processes: strategic convergence, recruitment, development and the use of diverse talent. The main reasons include: leadership style and changing the demographic composition of the workforce, factors related to the causes include: manager's belief in non-discrimination, organizational culture, economic factors, minority competence, manager's personal characteristics and manager's mentality of talent management based on Diversity, context of study including: competitive environment, conflict management and positive beliefs in the minority, requirements including: governance factors, nature of task, organizational capital, organizational memory, organizational structure, technology and personal communication skills, mediating factors including: organizational justice, Organizational creativity, psychological capital was obtained. The results were classified into three categories: individual, organizational and extra-organizational (social) results

The need for change in today's organizations in the one hand and 70% rate of failure in implementing the organizational change programs on the other caused many scholars to search on reasons for success and failure of organizational change. Although it is generally stated that effective leadership is the key to successful change, many scholars have pointed out the lack of empirical research in this regard. Burke (2008) suggests that the impact of leadership on organizational change is not refined in the literature and there exists little scientific evidence on leadership influence. Similarly, Higgs and Rowland (2005) stated that only a few studies generally described the leader's initiatives in the process of change, and the literature in this field suffers from the lack of empirical research. Ford and Ford (2012) also pointed out the lack of definitive research on the association of leaders’ initiatives with change success. Since many studies have emphasized the role of leadership in organizational change success, the present research is accordingly to identify the leaders’ initiatives in successfully implementing the change programs.

Today's organizations are constantly changing. Although both practitioners and scholars are concerned about the change in organizations (Blackman & Kennedy, 2011), managing the organizational change is not a simple process and few organizations are successful in implementing it. Aarons et al. (2015) suggest that leadership plays an important role in effectively implementing innovation and change. In addition, precise evidence on the role of leaders in the change success is now increasing (Higgs, 2003). In Yukl's (2010) opinion, the most important task of leaders is to achieve organizational success. Hence, the ability to effectively leading the organizational change is considered as one of the desirable skills for managers of current organizations (Szabla et al., 2014). Leaders and managers of organizations should be aware of the environmental trends, crises, and developments in place of their work. They should be flexible and adaptable in creating, predicting, encouraging, and responding positively to change. Without leadership, planned organizational change will never be realized (Dumas and Beinecke, 2018).

This study aimed to explore the dimensions of emotional climate of organization in National Iranian Oil Products Distribution Company (NIOPDC). The statistical population consisted of all employees of NIOPDC in Khorasan Razavi District, and the sample was selected using purposeful sampling method up to the theoretical saturation with the sampling adequacy of 19 people. Data were collected through semi - structured interviews, and the analysis was done by qualitative content analysis. The findings showed that the dimensions of emotional climate of organization can be grouped into eight main dimensions including organizational hope climate, organizational trust climate, organizational fear climate, organizational anger climate, organizational love climate, organizational surprise climate, organizational happiness climate, and organizational security climate. Understanding these dimensions provides the basis for managing the emotional climate of organization in line with organizational goals.

The purpose of this study was to explain pro-social voice concept of the employees. Pro-social voice, Expression of ideas, information and comments related to work have been defined as participative motivations that this behavior focuses on the benefit of others.

This study was conducted qualitatively and based on phenomenological strategy. Semi-structure and in-depth interviews were used to collect the data and Glaser comprehensive approach was used to analyze them. The study population was consisted of all municipality employees of Mashhad who had officially encountered with more than 20 times pro-social voice behavior and had at least 3 years work experience in the municipality of Mashhad which were interviewed according to purposeful sampling and adequacy.

The findings from the analysis of the interviews four dimensions consist of promoters, the free, preventive and ethical issues emerged.

The findings of this research provide valuable insight into pro-social voice behavior of employees that can lead to large achievements for organizations and apply in the context of positive organizational participation.

Consultation as one of the social and political concepts of the Qur'an and of the prophetic traditions has strengthened the religious democracy. On the other hand, it is also an intrinsic component of the theory of deliberative democracy. Thus, a brief examination of the concept in both theories can reveal the nature of these theories and the mechanism of their governance. At the same time, the concept of consultation, although common in both theories, exists on the ontological, epistemological, and anthropological grounds, and there are substantial differences between them that can be attributed to being monotheistic and humanistic. The present study has attempted to briefly explain the aforementioned distinctions and the two theories from the perspective of the scholars in this field and explain the place of consultation in each of them. At the end a table of similarities and differences in the concept of deliberation is presented in the two theories of religious democracy and deliberative democracy

Today, nursing is one of the most important and vital jobs in every society, because nursing has a direct and undeniable impact on the well-being and public health of the community. One of the challenges facing the healthcare system and managers is the alarming trend of nurses' turnover intention. One of the factors that can play in the nurses' intention to leave is the fitness of nurses and their work environment. Therefore, the purpose of this study was to investigate the effect of person-organization fit on turnover intention, with the mediating role of person-group fit among nurses to public specialty hospitals in Mashhad. The research method is applied in terms of purpose and the data collection method is descriptive-correlational. The statistical analysis using SPSS 18 and AMOS Soft wares includes frequency and statistical charts, the inferential statistics, factor analysis and structural equations. The sample selected using stratified random sampling was 1467 nurses working in Mashhad public specialty hospitals. The size of sample using Cochran formula was 305 people. The questionnaire with the reliability coefficient using Cronbach's alpha of 0/89 distributed among nurses to collect data. The results showed that the effect of person-organization fit on person-group fit was positive and significant and the effect of person-organization fit and person-group fit on turnover intention nurses was negative and significant. The findings also showed that person-organization fit by person-group fit has a significant negative effect on the nurses' turnover intention in Mashhad public hospitals. According to the findings of this study, we conclude that employing and retaining nurses who are consistent with their beliefs, goals, and values, and are consistent with the healthcare system's vision, goals, principles, and values, reduce nurses' intention to voluntary leave and increase retention and  has resulted increase patient satisfaction and improve quality of health care delivery to people in public specialty hospitals in Mashhad and has a very important impact on promoting health and well-being in the whole community.

There is no doubt that contract law is one of the important foundations of economic system and efficiency and being up-to-date of its rules can have a major role on economic growth. So foreseeing suitable remedies for breach of contract is very important and it can be said that it is a fundamental factor in evaluating the efficiency of contract law. The paper analyses one of the major defects of Iranian contract law. It should be noted The Supreme Court in decree number 733 provided a solution for how to compensate buyer’s losses in an unauthorized transaction. Alongside with uncertainty and doubt that exists about the accepted standard in the decree and its restorative ability in these cases, the possibility of the application of the standard in other cases of dissolution of contract; specifically termination is an important question that giving an answer to it, is very necessary considered with practical aspects. In this survey, it has been proposed that the application of the decree in all causes of contract dissolution is rational and reasonable on the understanding that it has the same base in common with unauthorized transactions and in fact, the buyer has been deceived

Retaining the talented academicians is a troubling and worrying phenomenon in most developing countries, including Iran; hence, exploring the barriers to retention of the talented academicians of top Iranian universities can provide one of the infrastructures for improving their effective retention. Having taken the interdisciplinary and multifaceted nature of the subject into consideration, the present paper aims to investigate the various aspects of executive, administrative, academic, educational, economic, and social, at both individual and organizational levels, and from both micro and macro dimensions. Data collection was conducted via concourse development in Q methodology for the barriers to their retention, and the Q-sample was introduced to the participants, i.e. the former faculty members of top 20 Iranian universities who have emigrated to top 100 universities of the world. Factor extraction and factor rotation revealed that there exist seven types of perceptions among former Iranian faculty members on barriers at organization level against their retention in their source universities in Iran. Analysis of each cluster of perceptions based on employee retention in human resource management and along with the demographic characteristics of the individuals in each cluster was the main contribution of this quali-quantitative study. The present paper aims to explore a typology of perceptions of Iranian faculty members about the barriers to their retention in their source universities; through a Q-methodology approach, a list of various barriers, including executive, administrative, academic, economic, and social, at organizational level and mainly from micro organization dimensions, is presented to the emigrated faculty members of selected Iranian top universities, in order to explore their perceptions regarding which barriers hindered their stay in their source universities. Analysis of each explored perception type, with regard to retention function in human resource management and along with the demographic characteristics of the individuals in each cluster is the main contribution of this paper. The number of participants who accepted to take part in this study was 17 of the former faculty members of top 20 Iranian universities who have emigrated to top 100 universities abroad, whose demographic characteristics (e.g. gender, age, major, and department in their source university) were also provided. Selection of the top universities was based on the world university ranking systems of QS, Laiden, and Shanghai 2015, and a total number of 100 Q-cards were sorted and submitted using an online Q-study tool developed by the authors. The present research applied a Q-methodology approach. After developing the concourse (Q-items), the Q-sorting was performed on a 9-point Likert scale by the participants. Factor extraction, factor rotation, and factor analysis were performed using PQmethod and SPSS v.18 software, and the interpretation of factors was carried out with regard to qualitative explanations provided by the participants, as well as their demographic characteristics.  To measure the content validity of this Q-study (Dennis, 1988), the first draft of the concourse was reviewed and revised by a number of the participants and their comments were applied to the final Q-items prior to getting presented to all participants for Q-sorting. The reliability of this study was also measured through test-retest: the Q-sorting was administered to 4 of the participants (23% of the total) twice, with a 1-month gap in-between the tests, and the correlation coefficient was estimated as  87% , showing a good reliability for this Q study (Brown 1980). According to the Q analysis of the attitudes of the former faculty members of top Iranian universities about the barriers against their retention in their source organizations, the seven clusters of perceptions were extracted and the following typology was provided:1-Perception Type I) Strong believers in effect of educational barriers, strong disbelievers in effect of political barriers: "Disbelievers in effect of retention function"
2-Perception Type II) Firm believers in effect of economic barriers, strong disbelievers in effect of executive barriers, strong believers in effect of academic barriers: "Believers in effect of retention function"
3-Perception Type III) Firm disbelievers in effect of economic barriers, strong disbelievers in effect of administrative barriers
4-Perception Type IV) Strong believers in effect of macro organizational barriers (esp. the administrative ones)
5-Perception Type V) Disbelievers in effect of academic barriers, disbelievers in effect of macro organizational barriers (except for administrative ones)
6-Perception Type VI) Strong disbelievers in effect of micro academic barriers
7-Perception Type VII) Uncertain and neutral
Among these explored clusters, faculty members with Type II perception, including individuals below the age of 40 years and from non-engineering fields, believed the most firmly in influence of micro-organizational barriers as a cause for their emigration, and thus, for retention initiatives, can be targeted at the highest priority. On the other hand, Perception Type I, including faculty members above the age of 40 years and largely from humanities fields, are strong believers in the effectiveness of fundamental educational barriers that cannot be removed at organization-level management for their retention. Nevertheless, all the studied faculty members shared the common perception as "Believers in the effectiveness of campus climate, firm disbelievers in the effectiveness of political barriers, and strong disbelievers in the effectiveness of educational barriers". To conclude this paper, since the studied faculty members shared the common perception as believers in the effectiveness of campus climate on their retention, the managers of universities can reduce the barriers to retention of their talented faculty members, in general, by providing a more favorable campus climate, while, in particular, taking into account the existence of varying perceptions among their faculty members.

The purpose of this paper is to localise cloud based e-HRM adoption model in knowledge base SMEs by using the Technology, Organization and Environment (TOE) framework. While many studies have predominantly looked at cloud computing adoption determinants in general, few is known about specific cloud services such as cloud base e-HRM, which is the main subject of this paper. This study was conducted as a mix method research. In the qualitative part, based on the TOE framework, a semistructured interview conducted between 3 domain experts, the technology, organization, environment domains. In the interviews the questions were whether the determinants is valid in developing countries business ecosystem or not? The interviews continued until heoretical saturation. Then based on the finding of the interview, a questionnaire designed and final users of cloud base e-HRM answered it. There were 168 valid questionaires which used to examine the fitness of model. The findings indicate that factors such as relative advantage, uncertainty, complexity, compatibility in technology domian, physical location, competitive pressure, industry, market, supplier computing support in environment domain and top management support, organizational readiness, prior technology experience in organization domain were the TOE factors found to be significant in cloud based e-HRM adoption model. The findings of this study have important implications to the research community, which managers and information and communication technologies (ICT) providers, to have a better road map and strategies for adopting cloud computing.

Knowledge in the economies of the countries is of great importance, and knowledge base enterprises as knowledge producers and commercializes have a strong role in the knowledge economy. The executives of knowledge base enterprises are expert people with technical expertise who do not necessarily have much knowledge about management functions. Human resource management is one of the main functions of management, which predicts the failure and success of these companies.
The purpose of this paper is to investigate the process of human resource management in knowledge base enterprises. The main question is: what processes of human resource management are carried out and prioritized. Also, this paper examines the effect of HR departments and the number of human resources on the performance of human resources management processes.
The sample of this research is about 168 managers and experts of human resource management in knowledge base enterprises.
The results of this study showed that employing functions, recruitment interviews, application schedules, staff structure and payment, contingency and positional payments, and rewards for specific groups are performed in over 90% of these companies. The results showed that the functions of the staff classification and payment structure, employee benefits and retirement plan, bonus management system, employee communication and health and safety, the existence or absence of a unit of HRM affects them.
Since this research explores the functions of HRM in separately, these results are beneficial for researchers as well as for managers of these companies. Also, policymakers use the results of this research to empower these companies in a targeted way.