جستجوی مقالات مرتبط با کلیدواژه "رهبری تحول آفرین" در نشریات گروه "علوم اجتماعی"

This study aims to design a transformational leadership model to improve the quality of work life for faculty members at Kabul University. 

The study employed a thematic analysis approach using semi-structured interviews with 15 faculty members from Kabul University. A purposive sampling method was used, and participants were selected via snowball sampling. The data were analyzed using a thematic network approach, categorizing the themes into four overarching areas related to transformational leadership and quality of work life: knowledge development actions, inspirational motivational actions, supportive actions, and strategic and managerial actions. 

The results identified four key areas where transformational leadership positively impacts the quality of work life for faculty members. First, knowledge development actions, including professional development, research initiatives, and training, significantly contribute to job satisfaction. Second, inspirational motivational actions, such as fair treatment, work-life balance support, and financial incentives, were reported to increase motivation and reduce work-related stress. Third, supportive actions from leaders, both on individual and organizational levels, helped foster a sense of belonging and organizational commitment. Lastly, strategic and managerial actions, including international collaborations, recruitment practices, and strategic planning, were seen as essential for creating a dynamic and supportive academic environment. 

Transformational leadership has a profound impact on the quality of work life for faculty members, particularly in terms of professional development, motivation, organizational support, and strategic management. The findings align with previous studies highlighting the importance of transformational leadership in fostering a positive organizational culture and enhancing job satisfaction. Implementing this leadership model in universities can lead to better faculty engagement, satisfaction, and work-life balance, contributing to overall institutional success. Future research should explore the applicability of this model in other educational and organizational contexts.

Organizational resilience is a psychological issue that is tied to the efficiency and performance of employees, which can be improved through transformational leadership through a key factor called Subjective well-being. Therefore, the purpose of this study is to investigate the effect of transformational leadership on organizational resilience with the mediating role of Subjective well-being in the +10 police of Kermanshah city.

This research is applied in terms of purpose and descriptive-survey in terms of causal type. The statistical population of the research is all +10 police officers in Kermanshah city. The sample size using Cochran's formula is equal to 157 people and the random sampling method is cluster. The method of field data collection and the required tools are the use of transformational leadership questionnaires by Bass and Auliou (2000), organizational resilience by Prayag et al. (2018) and Subjective well-being (researcher-made). The method of data analysis is descriptive statistics (mean and standard deviation) and Kolmogorov-Smirnov test using Spss26 software and structural equation modeling using Amos24 software.

Statistical results showed that transformational leadership predicts changes in organizational resilience by 34%. Also, transformational leadership explains and interprets employees' Subjective well-being by 35%. Finally, Subjective well-being accounted for 23% of changes in organizational resilience. The findings of the general research hypothesis using the Sobel test showed that transformational leadership has a significant and positive effect on organizational resilience with a coefficient of 2.640 and a significance level of 0.008 through the Subjective well-being variable.

To improve organizational resilience, transformational leadership can be used, which is accelerated by Subjective well-being.

The present study is conducted with the aim of explaining and analyzing the components of transformational leadership with a religious approach in the Islamic University.

The method of this research is qualitative which was done with the theme analysis approach in order to extract the required themes from religious sources related to leadership. The sources studied in this survey included books (Holy Quran and Nahjul Balagha) and articles in the field of Islam and the biography of the Infallibles (AS) As well as scientific books and articles in the field.

In this study, in order to extract in the first stage, descriptive coding was done as basic themes and in the interpretive coding stage, the basic themes were classified, which are called organizing themes. The last step is to determine the overarching theme that encompasses all of the aforementioned themes. Finally, this study led to the identification of 89 descriptive themes, 23 organizing themes and 8 comprehensive themes.

the authors of the article conclude that many conflicts, misunderstandings, contributions and evasion of good performance and quality of work, were recognized as the result of incorrect selection of managers and leaders of organizations and a manager who enhances the following qualities will achieve remarkable  success : following the the Holy Prophet and the Infallible Imams (AS) and components of transformational leadership (justice-oriented, teamworking, support and empathy, moderation, consultability, professionalism, tolerance and moral values.

The present research was conducted with the aim of presenting a model of creative leadership in higher education.

This study was applied in terms of purpose and descriptive in terms of qualitative type. The research community was experts and experts of creative leadership in Islamic Azad University of higher education, and according to the principle of theoretical saturation, 12 of them were selected as a sample using available and snowball sampling methods. The research tool was a semi-structured interview with experts, whose validity was confirmed by triangulation and face validity methods, and their reliability was calculated by the agreement coefficient method between two coders at 0.85. The data obtained from semi-structured interviews were analyzed with open, central and selective coding method based on data base theory in MAXQDA software.

The findings showed that 29 components were identified in 16 dimensions for the model of creative leadership in higher education based on data base theory; So that in the category of causal conditions, there are 4 components in 2 dimensions of the requirements of academic management and culture building (respectively, each with 2 components of organizational innovation, knowledge enhancement, collaborative management, and ethical atmosphere), in the category of contextual conditions, there are 2 components in 2 dimensions of managerial maturity and creativity cultivation system. (respectively, each with 1 component of evaluating and applying policies for creative leadership and strategic attitude and expanding interpersonal and academic relations), in the category of intervening conditions, 2 components in 1 dimension of appropriate response to internal and external needs and structural reform (with 2 components of social artistry and development of infrastructures and attention to economic resources), in the category of the central phenomenon of 14 components in 7 dimensions of entrepreneurial leadership, transformational leadership, effective leadership, intelligent leadership, organizational intelligence, educational leadership and emotional intelligence (respectively, each with 2 components of entrepreneurship, development of strategies , participation, cognitive and emotional trust, insight and insight, cultural innovation, strategic thinking and joint goal-setting, using new technologies and using competent and capable managers, raising awareness, motivation and attitude change, self-motivation and self-management), in the strategies of 4 components in 2 dimensions Paying attention to the conditions and requirements and self-awareness and responsibility (respectively each with 2 components of flexible and creative policy making and using new management methods, self-management and having a specific plan to implement creative leadership) and in the results 3 components in 2 dimensions of internal and external organizational requirements and social development (dimension First with 2 components of individual competence development and development and growth of the university and the second dimension with 1 component of social character formation and guardian of development and transformation. According to the dimensions identified in the current research, the model of creative leadership in higher education was drawn based on the data base theory.

Considering the dimensions and components identified for creative leadership in higher education, planning is necessary to realize creative leadership in the higher education system.

The aim of this research was to study the relation of transformational leadership to creativity through organizational learning mediation.

This research was descriptive and correlation studies. This research population were all the teachers of high schools in Kermanshah city (5900), that a sample in 360 people size were chose by simple random sampling and Morgan’s table. The research instrument was three standard questionnaires of Transformational Leadership Bass and Avilio (2000), Nifeh Organizational Learning (2001) and Moqimi Creativity (2009). Statistical techniques and statistical software SPSS and LISREL were used to analyze the data. In descriptive analysis of the data, frequency distribution tables, central indices (Mode, Median and Mean), dispersion indices (Standard deviation and Variance) were used. Pearson correlation coefficient and confirmatory path analysis were used to test the research hypotheses.

The findings showed that transformational leadership has a positive effect (0/2532) and significant effect on creativity at 0/05 level. The organizational learning has a positive effect (0/08) and significant effect on creativity at 0/05 level. The transformational leadership through organizational learning (0.0432) and t value (2.12) has positive and significant effect on creativity at the 0.05 level.

Therefore, applying transformational leadership style in organization enhances organizational learning and employee creativity.

The purpose of this study is to compare the role of transformational and servant leadership styles in empowerment of Mazandaran Television center staff. The research is, in terms of goals, an applied one and, in terms of method, a survey one.The tool used to collect independent variable data from Transformational Leadership Standard Questionnaire (Bass & Auliv, 2000), Servant Leadership Questionnaire (Gholipour and Hazrati, 2009), and the dependent variable of Staff Empowerment Questionnaire (Spreader and Mishra , 1995). The validity of the tools was based on face validity and reliability of tools using Cronbach's alpha coefficient for the transformational leadership style of 0.956, for servant leadership style 968 and for staff empowerment of 0/99. The statistical population of the study consisted of all employees of Mazandaran TV Center, a total of 369 people and a sample size of 188 were used for Cochran formula and a random stratified sampling was done. Findings of the research indicate that there is a direct and significant relationship between transformational leadership and service provider dimensions and all aspects of it with employee empowerment. Comparison of transformational leadership styles and servant leadership styles shows that the relationship between servant leadership style and the empowerment of the staff is stronger than the transformational leadership style relationship with employee empowerment. The results of regression show that among transformational leadership style variables, the predicted influential variable predicts employee empowerment of 36.8%. Among the variables of servant leadership style, reliability variable, 0. 530, and omnipotence variable 0.378, the ability to predict the empowerment variable.

The purpose of this study was to determine the effect of transformational leadership on organizational commitment with regard to mediating role of job satisfaction of high school teachers in Tehran.

The research method was applied in terms of purpose and descriptive-survey in terms of data collection method. The statistical population of the study consisted of high school teachers in Tehran Secondary School. The sample size was 384 individuals using a simple random sampling method based on Cochran formula. Data were collected using three standard questionnaires of organizational commitment, transformational leadership and job satisfaction. After collecting the questionnaires, data were analyzed by means of mean, standard deviation, etc. using Spss-21 software and statistical inference of data by structural equation modeling using LISREL-v8.80 software. Done. The technical characteristics of the questionnaire including reliability, convergent validity and divergent validity were investigated. Also, path coefficients and software significant coefficients were used to investigate the research hypotheses.

Finally, the findings of the study confirmed the impact of transformational leadership and its dimensions including ideal influence, inspirational motivation, sophistication, and developmental support on teachers' organizational commitment with regard to mediating role of job satisfaction of secondary school teachers in Tehran.

If the transformational leadership used in schools is principally and appropriately adapted to the needs of the education system, there will be an atmosphere where teachers are happy and lively, and in committed, conscientious, and highly-qualified teachers.

The purpose of this research is to determine the effects of life satisfaction on job burnouts. More over the role of the transformational leadership and work holism served as moderator variable on the relation between life satisfaction and job burnouts. Statistical society of this research consists of women who work in Education of Shiraz in region 3 from whom 122 subjects were selected by available sampling method. The data was collected by a questionnaire consisting of four parts: life satisfaction, job burnouts, Transformational leadership and work holism. The confirmatory factor analysis and structural equation modeling was used to analyses data. The analysis was calculated by SMARTPLS software. The result of the research indicates that life satisfaction has negative effect on job burnouts. In addition, the negative effect of the transformational leadership on life satisfaction appeared. The work holism has a positive and meaningful relation to life satisfaction and job.

This paper examines the relationships between organizational culture and religious leadership in organizations. Organizational culture is an important factor affecting the performance of the organization and religious leadership also is a component's key in organization's success. Therefore it is important to khnow how the relationship between these two factors affecting the organization's performance. In this research, three groups of organizational culture including; gregarious, developmental and hierarchical and also two style of leadership means; transformational and leaderfollower exchange has been studied.Practical aim and data collection method in this study is descriptive and based on branch correlation. The results of the research is survey - correlation and in fact is based on structural equations model. The research has also shown that gregarious culture has influence on leader-follower exchange and also developmental culture has positive and significant effect on both transformational leadership and leader-follower exchange, but hierarchical culture has negative impact on both leadership style. At the end, based on the aim of this study, conceptual model and some practical recommendations and suggestions for future research is presented.

Cross-cultural interaction is one of the effective leadership aspects in multi-cultural environments. This study investigates the relationship between cultural intelligence and transformational leadership.
The research is descriptive and correlation. The statistical population consists of 267 employees of behavioral science faculties of Tehran University and through Cochran formula and partial stratified sampling, 144 subjects were selected. In order to collect the data, Cultural Intelligence Scaleby And etc (2003)with Cronbach’s alpha of .83 and transformational leadership by Bass & Oliva (1985) with Cronbach’salpha of .98 were used. To analyze the data,one-sample t-test,Pearson correlation, one-way ANOVA and regression were used.
The results show that there is a positive and significant relationship between cultural intelligence and its four factors and transformational leadership. Regression coefficient showed that only motivational factor of cultural intelligence was able to predict transformational leadership.
Having cultural intelligence provides this opportunity to employees to have the ability to accept and understand these cultures rather than judging about good or bad of cultures and helps them and deans significantly in applying transformational leadership

Most of the scholars maintain that a kind of capacity and ability under the title of organizational intelligence for organizations which is a combination of human and mission intelligence. The evolutional leadership is a base and foundation for organizational success which make it possible to access the higher goals of organizational system. The evolutional leaders prefer the effectuality to the efficiency dimension and attempt by considering the spirituality of themselves and staffs to utilize the human resources of organization. The statistical community of the research has been contained all of the staffs of assistant committee of Imam Khomeini which questionnaires has been distributed among them in March and April 2014 and the received questionnaires was considered as a sample. Therefore the statistical sample has been 72 people in research timing period. For the aim of data collection the Albrecht organizational intelligence questionnaires and the Boss and Olive’s questionnaire of multifactor leadership method has been used. The results of the research shows that the organizational intelligence has positive influence in evolutional leadership. Also all of the indexes of measurement model and parallel lines of research questions has been verified too.

Transformational leaders have such behaviors that could motivate their followers in the interests of organizational goals and achieve them. Such leaders can encourage employees to perform their tasks beyond what they are expected as well. The purpose of this study is to examine the relationship between transformational leadership and organizational innovation (Case Study: Central branch of the Armed Forces Social Security Organization of Tehran). The population of this study consisted 62 employees (including: director, deputy director and staff) of the Central Branch of the Social Security Organization for Armed Forced at Tehran. In order to examine the demographic characteristics of the sample in this study, the frequency tables and graphs, average, and standard deviation were used. To analyze data, Pearson correlation and regression test data, and to rank variables K-S test were used. Finally, after analysis through SPSS software, all hypotheses were confirmed.

This study has been conducted with the aim of investigating the relationship between the transformational leadership and organizational innovation in I.R.I Preventive Police Organization. The statistical population of the study was all of the preventive police senior officers in Tehran. The sampling method was simple sampling and the sample size was 55 members of the statistical population. In order to investigate the validity and reliability, the Cronbach Alpha Confirmatory Factor Analysis (CFA) was used. The research tool was questionnaire. The findings, in 99% of confidence, indicate that the development of transformational leadership and all of its components, i.e., the ideal influence of leader, creating mental persuasion and inspiration motive, and individual considerations of leader lead to the innovation growth and development in the organization. The results showed that except the effect of transformational leadership on staffs’ empowerment, the other components were not confirmed in the confidence level and the main result obtained from the study shows the effect of transformational leadership style on organizational innovation in I.R.I Preventive Police Organization.

One of New Idea, in the organizational leadership is transformational leadership, So this style leaders prefer effectiveness vs efficiency and they also try to use all aspects of advantages in organization. Emotional intelligence in turn is a new comprehensive factor in area of managers and staff, which they control their perceptions. In this research we had analyzed the interaction of two variables (emotional intelligence and transformation leadership). The statistical sample is the active managers of Qom’s metalurologist companies. emotional intelligence data gathered by Goleman questionnaire method and transformation leadership data has been collected by Bass and Avvline questionnaire. in the concluding remark which proceed based on spierman correlation Co-efficiency shows that not only here is “a meaning full”relation between emotional intelligence and transformational leadership, but also this relation is broke down in mutual sub factors of sides. amongs the emotional intelligence attributes, self awareness and self management ranked the most effective on tramsformational leadership.