جستجوی مقالات مرتبط با کلیدواژه "سبک های رهبری" در نشریات گروه "علوم انسانی"

One of the most significant topics discussed in management and leadership literature is the concept of self-sacrifice. Due to its numerous positive implications, organizations need to develop leadership styles based on self-sacrificial behaviors. Despite various examples and instances of self-sacrifice exhibited by managers and leaders, research on self-sacrifice and its leadership implications has been neglected. Therefore, further research in this area can illuminate the dimensions and aspects of self-sacrificial behaviors in organizations.

This study employs the Interpretive Structural Modeling (ISM) method. It is an applied research project that utilizes interviews as the primary data collection method.

The findings of the research indicate that the conceptual model of self-sacrificial behaviors in organizations consists of eleven components: "positive self-concept," "resilience," "social representation," "motivation to serve," "empathy and compassion," "awareness and knowledge," "goal orientation and idealism," "collective identity," "social learning and social contagion," "core values," and "crisis." According to the findings, the two dimensions of "awareness and knowledge" and "collective identity" are the foundational components of the model, as they influence all other components and have a two-way relationship with each other. This means that, in addition to being influencing factors for other components, they also impact each other. Additionally, based on the model, the components of "empathy and compassion" and "social learning and social contagion" are ranked next. These two components also have a mutual relationship with each other and are further influenced by the "crisis" component, which ranks below them. In fact, the critical condition, in addition to affecting the higher-level components, also impacts the lower-level components, indicating the significant influence of this variable in the model. The "motivation to serve" component is placed at the fifth level of the model. As shown by the direction of the arrows, this component is dependent on the three components of critical conditions, core values, and goal orientation and idealism. This means that the motivation to serve, as one of the antecedents of altruistic behavior, is influenced by the occurrence of critical conditions and the presence of core values, goals, and ideals of the individual. The remaining three components in the model—positive self-concept, resilience, and social representation—have the least influence and the most dependence on other components, indicating that they are more influenced by other components in the model. The "social representation" component is the most dependent in the model, meaning that a person's desire for social expressiveness is reliant on all other components except resilience, as resilience does not affect social expressiveness.

Based on the results of the study using ISM, two components are identified in the linkage region: "empathy and compassion" and "awareness and knowledge." These components are considered dynamic, meaning that any change in them can impact the entire system. The independent region includes five components: "goal orientation and idealism," "collective identity," "social learning and social contagion," "core values," and "crisis," indicating their strong influence and guiding role in the model. Additionally, the "social representation" component is placed in the dependence region, signifying its high reliance on other components.

The purpose of this research was the relationship between leadership styles of sports managers and scouting activities and organizational commitment of physical education teachers. The current research was applied in terms of purpose and descriptive in terms of method, and its data collection was carried out as a survey. The statistical population of the present study included sports managers and physical education teachers of Salah al-Din province of Iraq, according to the statistics obtained from the Ministry of Education of this country in 1402, the number of physical education teachers in the province was 230, of which 193 were randomly selected. The tools of data collection in this research were Bass and Elio's multi-factor leadership questionnaire, Alan and Mayer's organizational commitment and researcher-made scouting activities questionnaire. The validity and reliability of the questionnaire was confirmed through the approval of professors and Cronbach's alpha. The Kolmogorov-Smirnov test showed that the data distribution is normal. The relationship between the leadership style of sports managers and scouting activities of physical education teachers is 0.68, the relationship between the leadership style of sports managers and organizational commitment of physical education teachers is 0.79, and the relationship between organizational commitment and scouting activities of physical education teachers is also 0.83. All of them were significant. According to the research model, the leadership style was effective with a coefficient of 1.32 on scouting activities of physical education teachers and with a coefficient of 0.73 on their organizational commitment.

This research was conducted to determine the role of four dark traits of personality and organizational procrastination in the leadership styles of school principals. The current research method was correlational research. The statistical population of the research included all principals and vice-principals of schools (all levels) of Maku Free Zone (Shot, Poldasht, and Maku cities) in 2022, to number 220 people. All managers participated in the study.The reliability of the questionnaires was calculated using Cronbach's alpha coefficient of 0.83, 0.89, and 0.88, respectively, and the validity of the questionnaires was confirmed using the Factor Analysis method. Data collection tools included a four-dark personality traits scale, a multifactorial leadership scale, and an organizational procrastination questionnaire. Data analysis was done using multiple regression analysis in SPSS version 26. The regression analysis results showed that dark personality traits and organizational procrastination could predict transformational leadership style negatively and exchange and non-intervention styles positively (p≤0.05). According to the findings, it can be suggested that dark personality traits and organizational negligence play a significant role in reducing the transformational leadership style and increasing the exchange and non-intervention styles of managers, which requires more attention in management planning.

The current study has investigated the effect of leadership styles and professional ethics on organizational citizenship behavior with the mediating role of organizational effectiveness in education workers of Lorestan province.

This research is in the category of descriptive-correlation quantitative research of the structural equation model type. The statistical population included all education workers of Lorestan province (1311 people). A statistical sample of 301 people was selected using the simple random sampling method through lottery and Cochran's formula. In order to collect data, Avalio et al.'s "Leadership of Managers" questionnaire (2007), Podsakoff et al.'s (2000) "Organizational Citizenship Behavior" questionnaire, Ingram and Visnicki's "Positive Thinking" questionnaire (1988) were used. that their validity is with the validity of the structure; And their reliability was confirmed with Cronbach's alpha for leadership style 0.917, professional ethics 0.866, organizational effectiveness 0.846, organizational citizenship behavior 0.787 and combined reliability for all variables above 0.70 respectively. Data were analyzed using SPSS23 and SMART PLS2 software.

 The results of structural equations showed that the hypothesis of the influence of leadership styles on citizenship behavior was rejected, and it was confirmed on organizational effectiveness, and the hypothesis of the effect of professional ethics on organizational citizenship behavior and organizational effectiveness, and the hypothesis of the effect of organizational effectiveness on organizational citizenship behavior was confirmed. z-value≤1/96).

Effectiveness was able to explain the full mediating role between leadership styles and organizational citizenship behavior and the weak mediating role between professional ethics and organizational citizenship behavior. The R2 determination coefficient was 0.414 for organizational effectiveness and 0.394 for organizational citizenship behavior, which is very strong

This study aimed to investigate and quantify the results of studies examining the relationship between leadership styles of managers and employee burnout. Burnout is a job-related phenomenon that can lead to mental disorders such as depression and an increased risk of suicide. It negatively impacts various professions and organizations, particularly in the social services and healthcare sectors. Managers' leadership styles play a crucial role in either reducing or increasing employee burnout.

Methods and Materoal:

The research was conducted through a systematic review and meta-analysis, following the PRISMA guidelines. Studies related to leadership styles and burnout from 2000 to 2024 were reviewed.To identify relevant studies, national and international databases were searched using related keywords. Nineteen selected studies, examining the relationship between various leadership styles (transformational, transactional, ethical, and spiritual) and burnout, were analyzed. The studies were conducted in different Iranian cities, including Khorramabad, Gilan, Tehran, Sanandaj, and Shiraz, with sample sizes ranging from 87 to 369 participants. The methodologies used included descriptive-correlational analysis and structural equation modeling, with common tools being leadership style questionnaires and the Maslach Burnout Inventory.

 The meta-analysis findings revealed a moderate, significant negative relationship between managers' leadership styles and employee burnout (g = -0.35; 95% CI [-0.42, -0.28]). However, Galbraith and funnel plots indicated relatively high heterogeneity and publication bias in some studies. The meta-regression showed that sample size explained 16.17% of the heterogeneity between studies, while publication year and research location were not significant. Additionally, the cumulative plot demonstrated fluctuations in results over time, indicating a lack of stability. These findings suggest the need for more research to achieve stable and accurate conclusions.

The discussion and conclusion section highlights the importance of examining the relationship between leadership styles and burnout, given the prevalence of burnout and its negative effects on employee productivity and mental health. Evidence suggests that inappropriate leadership styles can lead to burnout. Managers with suitable leadership styles can prevent reduced performance and employee motivation. However, due to the heterogeneity of studies and methodological limitations, caution should be exercised when generalizing the results. Future research should use standardized scales, advanced statistical methods, and larger random samples to ensure more reliable outcomes.

Leadership plays a vital role in the dynamics of the organization. The degree of success of the organization in reaching the predetermined goals, the amount of effort of the employees for the success of the organization and the effectiveness of the leader on the employees depends on the behaviors and leadership style. The development of organizational innovation and learning in order to obtain a sustainable competitive advantage and improve organizational performance requires the existence of suitable conditions and management styles, which are one of the effective factors in this field.

considering the importance of organizational performance based on leadership styles, this research aims to design a model for predicting organizational performance based on leadership styles and the mediating role of innovative culture and organizational learning.

The research method is inductive and qualitative. The statistical population consisted of experts and academic specialists who were selected as the sample size using the principle of saturation and the snowball sampling method. In order to collect data, semi-structured interviews were used. Data analysis was done using the qualitative data analysis method of Maxqda software.

Based on the findings of the research, the dimensions and components of leadership styles were identified in 8 categories, the dimensions and components of organizational innovative culture in 5 categories, and the dimensions and components of organizational learning in 7 categories. Based on the findings of this research, organizational performance can be developed and improved by using appropriate leadership style and implementing innovative culture and strengthening organizational learning.

According to the results of the research, it is suggested to use projects with high potential and based on meritocracy management and knowledge and expertise in sensitive and highly important categories in line with the development of suspended and forward-looking projects so that the performance of the organization through development Projects and the community's sense of need for these projects should be used to achieve the organization's goals.

In today's world, appropriate, qualified and sustainable human resources along with competent leadership are the only resources that can create sustainable innovation and competitive advantage in organizations. Thus, it is important to put the development of human resources at the top priority of any organizations. In Iranian studies, despite identifying and explaining some of the effective factors related to human resource management systems and practices, researchers seem to have neglected to examine the role of top management influence in the implementation of these practices. In foreign studies, research on leadership and human resource management (HRM) have largely progressed on parallel trajectories and other key factors such as cultural adaptation, integration, multilevel and multi-factorial items have been neglected. The purpose of this research was to develop a comprehensive pattern of the top management influences in implementation of HRM practices.

In this research, over 501 articles were evaluated through authenticate scientific database sources from 1993 to 2023. By using the seven-step model of Sandelowski and Barroso, content analysis and meta-synthesis qualitative approach, 85 articles were selected for further detailed study.

A total of two categories, eight concepts, and 42 indicators were identified and put into a comprehensive pattern. The pattern includes the internal organizational factors such as top management influential factors, organizational influence factors, and influence components. Furthermore, the external organizational factors, institutional and contextual factors of influence were identified.

The results of all these factors were sum-up as positive and negative outcomes which could be experienced by any organization. By identifying and focusing on these factors, organizations could prevent the negative effect of top management influence in the poor implementation of human resources management practices to obtain maximum productivity and maintain a sustainable competitive advantage.

The goal of the current research is to study the research process around the concept of leadership and leadership style, using the method of analysis and Scientometrics mapping. This research is descriptive-analytical and has been carried out with a Scientometrics approach. The tool of data collection was the databases resulting from searching and cataloging, and the method of analysis was scientific tools and maps using R software. The number of reviewed articles is 2178 published in the Web of Science database between 1992 and 2022. The extracted articles were classified into six clusters based on the clustering method of bibliographic pairs. The naming of the clusters was done based on the important parameters of the frequent keywords of each, and based on this, clusters one to six, which were sorted based on the average age of the articles, were named "leadership styles based on growth and learning", "leadership styles based on The general roles of the leader", "leadership styles based on power distribution", "leadership styles based on the welfare of followers", "leadership styles based on ethics" and "leadership styles based on unethical pro-organizational behaviors" were named.

Today's society is an organizational society and in order for organizations to be well responsive and therefore effective, they need to pay attention to environmental changes and demands and be ready for change. Organizational health is a very powerful tool for preparing employees for change. In other words, it must be possible to provide the necessary preparation for employees to make the necessary changes so that the organization can respond well to environmental demands. Health and readiness for change are influenced by the actions of the leader and the type of leadership in the organization. Awareness of organizational health indicators and their improvement makes employees feel safe and more motivated and enthusiastic, and provides the necessary context for change and readiness to accept change, which contributes to the effectiveness of the organization. Provide in yourself and the staff. Therefore, the purpose of this study is modeling of simultaneous relationships between various styles of leaderships, readiness for changes and organizational health: A case study of Shiraz University 

In this descriptive correlational study, the statistical population was all official employees of Shiraz University (including 600 people) who were selected as a research sample using Morgan table using 234 simple stratified random sampling methods. The research tools included a questionnaire of various styles of leadership Torkzadeh & Jafari (2013) readiness for change (Torkzadeh and Abdesharifi, 2015) and organizational health (derived from the organizational health questionnaire of Torkzadeh and Basiri, 2015) which after calculating validity and reliability, distributed and collected. The research data were analyzed using multivariate regression coefficient. 

The results showed that Leadership Styles and readiness to change simultaneously predict organizational health. 

It is recommended that university administrators explore various leadership styles and adapt to changes in order to meet organizational health requirements specific to their circumstances.

The aim of this research is to find a model to explain the mediating role of leadership styles in the relationship between board personality traits and the weakness of internal controls.

This research is an applied research with quantitative data. The four leadership styles of Hersey and Blanchard are mediating variables and the big five components of Neo personality traits are the independent variables of this research. Structural equations and partial least squares method have been used to test the research models. The research period is fiscal years 2019 and 2020 and using the systematic elimination method, 398 companies were selected from the companies listed on the Tehran Stock Exchange and Iran Fara Bourse.

The results indicate that some components of managers' personality traits have significant effect on their leadership styles and leadership style has a mediating role in the relationship between personality traits of Neuroticism, Agreeableness and Conscientiousness of managers and weakness of internal controls, about the Extraversion and Openness personality traits, the mediator role is not significant.

The model designed in this research has high predictive power. Based on the proposed model, stockholders and other corporate governance top bodies, in selecting managers, are suggested to consider their personality traits, especially Neuroticism, Agreeableness and Conscientiousness, and leadership style tendencies, including Telling, Selling and Participating. In this research, for the first time in Iran, the mediating role of leadership styles in the relationship between board personality traits and the weakness of internal controls was investigated and the results help to develop behavioral financial literature, corporate governance and related theories. 

The purpose of this research was to present a model for institutionalizing shared leadership in Islamic Azad University. The statistical population included specialists and experts from the units located in West Azerbaijan province, who were directly dealing with the subject under investigation. Using the purposeful sampling approach, they were selected until theoretical saturation (n=10). The data was collected by the interview method with the general guidance method and in a semi-structured way. Participants as well as the review of non-participating experts were used in the research. The reliability of the model was evaluated using the Kappa index. The value of kappa index equal to 0.763 was calculated and it was placed at the level of valid agreement. Interviews were analyzed and coded using Maxqda10 software. Finally, based on the identified final criteria, the model derived from the qualitative content analysis method was presented. The results of the open coding of the qualitative data collected using the interview tool were 84 primary codes out of 401. Then, 84 primary codes in the form of 16 main categories including organizational leadership communication, organizational communication, functional outcome, organizational teams, organizational behavior, organizational structure, different leadership styles, human resource management system, organizational environment, strategic management, organizational change management, management Performance, competitive advantage, organizational resources, organizational skills, behavioral characteristics of the leader were categorized in a model.

One of the main challenges facing today's management is the development of organizational culture and leadership styles in which knowledge management is valued. Therefore, it is important to know the factors affecting knowledge management. Undoubtedly, knowledge management will have a great impact on the organization and employees. Knowledge management tries to introduce or strengthen knowledge as a high value in organizational culture, and knowledge management tries to introduce and strengthen knowledge in management styles, and the knowledge of managers and employees creates efficiency, effectiveness and productivity in On the other hand, the cultural dimensions of Hofstede's model have been used in various researches in the field of management and culture, and considering the role that cultural differences at the national and organizational level have on the capacity to absorb knowledge, the importance of Cultural factors affect the processes of knowledge absorption and transfer, and despite the research done, two theoretical deficiencies can be seen in this section, firstly, the role of organizational culture and leadership styles on knowledge management in Iran has not been thoroughly investigated, and secondly, in Most of the conducted researches, the organizational culture factor of Hofstede's model has not been investigated in detail, and thirdly, the subject of this research has not been done in cultural organizations, therefore, the main goal of this research is to investigate the effect of leadership style (Hersey and Blanchard's model) and organizational culture. Hofstede's model) is based on knowledge management. As the statistics show, 50% of the problems of implementing knowledge management are related to culture and human resources (Jalali et al., 2014) and in order to change and share knowledge among their members, organizations must have a capable leader to change the culture. (Heidari et al., 2013). Many researchers have examined knowledge management in organizations from different perspectives. For example, the influence of organizational culture (Park et al., 2010. Kumar, 2011. Voivora, 2013) and leadership style (Birouznoff, 2013, Bryant, 2003. Crawford, 2005) (knowledge management) has been investigated, but little research on organizational culture (Hofstede's model) and leadership style (Hersey and Blanchard model) has been conducted on knowledge management and in addition, most of the researches have been conducted in western countries and none of them have been conducted among the faculty members of universities, which doubles the necessity of conducting this research. Therefore, this research is conducted with the aim of determining the relationship between organizational culture (Hofstede's model) and leadership styles (Hersey and Blanchard's model) with knowledge management among the faculty members of Isfahan Islamic Azad University (Khorasgan).

Literature Review:

Torabi and Alden (2017) in a research called the effect of knowledge management on the productivity of the organization: a case study they conducted in Kausar Bank of Iran concluded that the willingness of employees to share knowledge and, accordingly, the sharing of implicit knowledge had a direct effect on productivity. Shujahat et al. (2016) in a research entitled the effect of knowledge management on innovation with the mediating role of knowledge workers' productivity reached the conclusion that knowledge management had a positive effect on innovation with the mediating role of knowledge workers' productivity. Mohammad Zaki et al. (2016) in a research entitled The relationship between the leadership style of managers and the level of organizational learning among the employees of the National Accounts Court and with a descriptive method of correlation, they concluded that there was a significant relationship between the leadership style of managers and the level of organizational learning among the employees of the National Accounts Court and also The results showed that the amount of organizational learning of employees increases the closer they get from the authoritarian-exploitative leadership style to the collaborative style. The study conducted in America concluded that the leadership style and knowledge management had an effect on the acceptance of technology. Qurbani Azar et al. They made a correlation and concluded that there was a significant relationship between organizational culture and knowledge management. And among the components of organizational culture, individual creativity was more related to knowledge management. Crawford (2010) in a research entitled the relationship between knowledge management and transformational leadership, which he conducted with a correlational descriptive method, concluded that in this research, there was a meaningful relationship between transformational leadership, functional leadership, and freedom leadership with knowledge management.

The current research is practical in terms of its purpose, because it deals with the application of the proposed variables to help knowledge management. On the other hand, the mentioned research is descriptive in terms of the method of collecting information, because it examines the effects of organizational culture and leadership styles on deals with knowledge management and examines the relationships between the mentioned variables in the form of structural equation modeling. The statistical population in the present study includes all the employees working in the faculty members of Islamic Azad University, Isfahan branch (Khorasgan) numbering 380 people. Including the sample size from Cochran's formula, 180 people have been estimated. In this research, a stratified sampling method proportional to the volume has been used.

That the research hypothesis is confirmed at 95% confidence level. In the explanation of the hypothesis test, it should be said that according to the critical value of CR, which is more than 1.96 for the hypothesis, and the P value, which is less than the error level of 0.05, the research hypothesis is confirmed at the 95% confidence level. Therefore, organizational culture has a positive and significant effect on leadership styles, and organizational culture has a positive and significant effect on knowledge management, and leadership styles have a positive and significant effect on knowledge management.

This research, which was conducted with the aim of investigating the relationship between organizational culture (Hofstede's model) and leadership styles (Hersey and Blanchard's model) with knowledge management among the academic staff members of Isfahan Islamic Azad University (Khorasgan), provides evidence of the role of organizational culture (model Hofstede's) and leadership styles (Hersey and Blanchard's model) were obtained by knowledge management among the academic staff members of Islamic Azad University, Isfahan branch (Khorasgan). Hersi and Blanchard) it was confirmed that there is a relationship with knowledge management among the academic staff members of Isfahan branch of Islamic Azad University (Khorasgan).

Findings from the present study are aligned with Hoshangi et al.'s research (2014) that organizational culture and leadership styles had an effect on knowledge management, and also with Mashbaki et al.'s research (2015) that leadership styles had an effect on knowledge management. It is direct and also with the research of Crawford (2010) that there was a meaningful relationship between transformational leadership, functional leadership and freedom leadership with knowledge management, and Boersox (2012) that leadership style and knowledge management had an impact on technology acceptance, and Mohammad Zaki et al. (2016) stating that there is an indirect alignment between the leadership style of managers and the level of organizational learning among the employees of the National Audit Office, and to explain this finding, it can be said that by strengthening and strengthening the organizational culture On the one hand, employees accept knowledge management more easily, and on the other hand, knowledge creation, knowledge sharing, knowledge application and knowledge storage are done more effectively in organizations. And on the other hand, they expressed leadership styles as agents of change. Because the organization must have a capable leader to change the culture in order to be able to change and to be able to accept and share knowledge in the organization among the members.

The main purpose of this study was preparing a tool for measuring leadership styles and estimate its validity and reliability for the use and access of researchers in humanities. To achieve this goal, a sample of 320 athletes and sports coaches from Azad universities in Bushehr province were randomly selected and completed the leadership styles form. The data were analyzed using SPSS21 and Amos21 software. Based on the obtained results, the second-order factor analysis method using the measurement model shows the five-component structure of the leadership styles scale in the studied sample. The results of factor analysis show that five main factors have value greater than one and explain a total of 40.14% of the variance of the scale scores. The results of the second-order confirmatory factor model for measuring leadership styles show that this concept consists of these aspects: education, authoritarian, democracy, and social feedback. The adaptive and parsimonious indices calculated to evaluate the generality of the factor model show that the comparative fit index CFI is 0.845, the parsimonious comparative fit index PCFI is 0.717, the root mean square residual index or RMSEA is 0.049, the chi-square ratio to the degree of freedom of CMIN/DF is 1.815, which shows the overall improvement of the model. In total, the collected data can support the model. This result is logical and correct based on the theoretical framework.

This research aims to determine leadership styles based on counterfactual thinking in relation to oneself and others. The research method was semi structure and the statistical population of the research were formed by the leaders of the Offshore Oil Company, among whom thirty-two people based on characteristics, managers The CEO was immediately elected. The research tools included eight leadership style measurement scenarios based on counterfactual thinking, upward and downward counterfactual thinking questionnaire, leadership styles questionnaire and self and others questionnaire. The data were analyzed using independent groups t-test (to determine the effect of applied manipulation) and multivariate analysis of variance (MANOVA). The results of the independent groups t-test showed that the two scenarios of upward and downward counterfactual thinking had a significant effect on each of the four leadership styles of managers. The results of the multivariate analysis of variance (MANOVA) also showed that there is a significant difference between upward and downward thinking in leadership styles, as well as with oneself and others (p<0.05), but in leadership styles, there is a significant difference between upward and downward thinking. It was not obtained.

The purpose of this study was to investigate the Role of coaches' leadership styles and development of social culture in Kerman province women's futsal Super League.

Research method was descriptive- correlation and was carried out based on a field study approach. The statistical population consisted of all players who contributed in women`s Futsal Super League and kerman provincial league in the season 2019-2020 (N=126). The whole population members contributed as a statistical sample in the current research. 103 Questionnaires were returned and data were analyzed from total  of 120. To collect data, a questionnaire leadership scale in Cheladori (1980), and miryousefi et al development of social culture questionnaire (2015) were utilized.

The results of multiple regression analysis indicated that only the leadership styles of the social support behavior and autocratic were capable of anticipating development of social culture within the five-leadership styles.

Based on the underlying results of the current research, it is suggested that the women`s Futsal coaches of the country choose the appropriate leadership styles with respect to the players` personal characteristics as well as team conditions in order to properly control the development of social culture. Further, it is recommended that the coaches pay attention not only to the players` physical preparation, but also to the player’s social and moral factors and no athlete could be successful when he/she has not a cognizant and competent coach.

The purpose of this research is to evaluate the role of leadership styles of commanders and managers on the collaborative decision-making of employees working in coastal cities. The research is practical in terms of purpose, because the results of this research can be used to improve the organizational effectiveness in the police command of Mazandaran province, and in particular, we want to use the results of this research to improve the organizational effectiveness in this command and in the field to The survey method was carried out with correlation analysis and its explanation in the statistical society. The statistical population of the research consists of all the employees of Mazandaran police headquarters, which is a statistical sample of 223 people. To collect research data, Clark's standard leadership style questionnaire (2002) and Fath Elahi's standard participatory decision making questionnaire (2013) were used, which is a quantitative research. The validity of the questionnaires was confirmed by respected professors and its reliability was obtained using Cronbach's alpha formula of 0.78 and 0.86, respectively. To analyze the data, statistical tests of correlation, regression and Friedman's test were used using SPSS software. The results show that leadership style has a positive and significant effect on collaborative decision making. Also, the dimensions of leadership style have a positive and meaningful effect on collaborative decision-making. According to Friedman's test, the highest average allocation to the delegating leadership style, followed by the democratic leadership style, and finally the autocratic leadership style, respectively

Leadership as one of the important and influential factors on organizations has been widely researched. The degree of success of the organization in reaching the predetermined goals, the amount of effort of the employees for the success of the organization and the effectiveness of the leader on the employees depends on the behaviors and leadership style. The main purpose of this research is to investigate the impact of leadership styles on organizational ambivalence with the mediating role of job attachment in employees of tax affairs departments in the west of Mazandaran province. The research method in this study is a descriptive survey type, and the statistical population is the employees of the mentioned units, who were selected as a sample with the help of Morgan's table and simple random sampling method with proportional allocation. The data collection tools include Du Sutovani questionnaire by Jansen et al. (2006), Marshall Sashkin's leadership style questionnaire (1998) and Edwards and Klipatrick's occupational attachment questionnaire (1984). Also, confirmatory factor analysis with PLS software was used to measure the validity of the questionnaires. The method of data analysis was done using descriptive statistics and inferential statistics (including: Kolmogorov-Smirnov test) with the help of SPSS software and structural equation analysis was done by PLS software. The findings of the research indicate that: leadership styles and its components (autocratic (task-oriented), free-spirited (human-oriented), integrative) have an effect on organizational ambivalence and job attachment. Also, the results of the Sobel test showed that job attachment has a mediating role between leadership styles and organizational ambivalence.

This study aimed to present a model of educational leadership based on aesthetics in Iranian public universities from 2019 to 2021 with a qualitative approach. In this applied-exploratory research, the data collection tool was an interview. The statistical population included all experts from public universities and 13 people were selected as a sample of statistics by the snowball method. In the open coding step, 952 initial codes were extracted. In the end, 123 concepts were explained in the form of 33 sub-categories or components, and 10 main categories in the form of 6 categories formed the paradigm model of educational leadership based on aesthetics. In the proposed model, the beautiful educational leader became the center of gravity of the paradigm model with samples of the leadership of mind and emotions, beautiful educational behavior, the spiritual look and insight, and adornment. Individual capacities and atmosphere of the university as causal conditions; institutional-organizational capacities including structural and process factors, culture, professional human resource management, and university image as the dominant platform; factors derived from the macro environment and cultural and stereotyped barriers and structural barriers as intervening conditions; socio-cultural strategies, educational-promotional strategies, modeling and honoring aesthetic leaders, reviewing and modifying programs along with strategies for streamlining, and beautiful bureaucracy as model actions and interactions; and ultimately creating a beautiful growing university, achieving personal maturity, and social development are the consequences of this model.

Social development in any society depends on many factors, so that it is not possible to write a single version for all societies. One of the most important factors in social development is leadership styles in various social fields. However, there is much disagreement about which leadership style is more appropriate in different organizations and social arenas. In the present study, we compared the two styles of ethical and charismatic leadership among employees of public and private organizations in Tehran and showed that although, in theory, charismatic leadership style may be more appropriate or attractive for Iranian organizations, ethical leadership style from the perspective of employees. These organizations are more appropriate and are considered a way for more social development. The results show that not only are employees' evaluations of their performance in both the public and private sectors positive, but they also consider ethical management style to be more effective in increasing and improving their performance than charismatic leadership style. Overall, government employees are more positive about this style of leadership than private sector employees.