جستجوی مقالات مرتبط با کلیدواژه "رهبری اصیل" در نشریات گروه "روانشناسی"

The status of contracted employees in Iranian governmental organizations is one of the factors for development of deviant behavior. These behaviors and negative attitudes have created problems for employees and organizations. The main objective of the study was to examine the effects of the authentic leadership on the turnover intention, organizational cynicism and workplace incivility. The survey method is regression and statistical community includes 651 employees of the power distribution company that 242 members of them are selected by simple random sampling. The data collection tools included the Authentic leadership questionnaire (Walumbwa & et al., 2008), Workplace incivility questionnaire (Cortina & et al., 2001), Organizational cynicism questionnaire (Dean & et al., 1998) and Turnover intention questionnaire (Cammann, 1979). Structural equation modeling was used to analyze the data. The results of the data analysis using AMOS and SPSS software showed that the authentic leadership has significant effect on turnover intention, organizational cynicism and workplace incivility (p<0/01) and also organizational cynicism and workplace incivility mediates the effect of between authentic leadership and turnover intention. Based on the findings of the research, it can be concluded that the authentic leadership as an effective variable reduces the deviant behavior and consequently reduces employees’ turnover intention.

Today, employee's turnover, especially skilled employees, has become an important issue for organizations and imposes a lot of costs. Therefore, finding factors that can prevent employee's turnover is of particular importance. In this regard, the present study was carried out with the aim of determining the effect of genuine leadership on the intention to turnover with the mediating role of job attitude. The research method in the current applied research was descriptive survey type. The statistical population consisted of all the experts of Iran Insurance Joint Stock Company and Entrepreneur Insurance and Zanjan Saba Insurance Services in Zanjan city. The statistical sample of this research is 109 experts. The data collection tool was a questionnaire (taken from the research (Anthony et al., 2016). The reliability of the questionnaire was confirmed with Cronbach's reliability coefficient higher than 0.7 and combined reliability (CR) higher than 0.6 in all variables. Its validity was confirmed with AVE more than 0.4 for all variables. In order to test the hypotheses and fit the model, structural equation modeling and partial least squares method with PLS3 software were used. According to the results, all the hypotheses were confirmed and showed that genuine leadership has a negative and significant effect on on employee's turnover intention. Also, the mediating role of job attitude in the negative effect of genuine leadership on the employee's turnover intention was also confirmed.

The purpose of this study was to investigate the relationship between of authentic leadership and organizational innovation with the mediating role of attitude to organizational change. The research applied in terms of purpose and method was descriptive, correlational one. The statistical population included all Primary school teachers in Miandrood in the number of 255. The statistical sample was 155 people using Krejcie and Morgan table and stratified random sampling according to Gender level. The instruments were Questionnaires of Walumbwa et al authentic leadership (2008), Jimenez- Jimenez et al organizational innovation (2008) & Dunham et al attitude to organizational change (1989) Questionnaire. The collected data analyzed by Structural equation modeling using the partial least squares method (PLS). The results showed there is a significant relationship between authentic leadership and attitude to organizational change with organizational innovation. 66.1% of organizational innovation and 48.7% of attitude to organizational change is explained by authentic leadership and the attitude to organizational change variable has a mediator effect on the relationship between authentic leadership and organizational innovation. Fit indices indicate that the proposed model is an appropriate fit.

The aim of this study was to investigate the relationship between original leadership style and knowledge sharing with teachers\' creativity in primary schools in Bandar Abbas. The present research method is applied in terms of purpose and descriptive-survey correlation in terms of data collection. The statistical population of this study included all primary school teachers in Bandar Abbas and their number is equal to 400 people. Morgan table was used to select the sample and the final sample of 196 people was selected by simple random sampling. In this study, in order to collect data, three standard questionnaires of Rendering Creativity (2000), and Knowledge Sharing Questionnaire of Chang, Liao, Li, Lu (2013) and the Original Leadership Questionnaire, which was based on the framework proposed by Shine (2006), were used. It was approved by experts and its reliability was calculated using Cronbach\'s alpha for three questionnaires: 81%, 84% and 85%, respectively. Descriptive statistics (mean, median, frequency and frequency percentage) and inferential statistics (sample t-test, Pearson and regression) were used to analyze the data. The results showed that there is a positive and significant relationship between genuine leadership and knowledge sharing with teachers \'creativity and also genuine leadership and knowledge sharing are predictors of teachers\' creativity.

The purpose of this study was to investigate the effect of authentic leadership on effectiveness of schools management through the mediation of knowledge sharing. This study is a correlation research. 160 school principals of Zahedan city were studied by using three questionnaires authentic leadership, knowledge sharing, and management effectiveness. For data analysis the Pearson correlation coefficient and structural equation modeling were used by SPSS and Lisrel software. Based on results the direct effect of authentic leadership on effectiveness of schools management (β=0.71, t=6.28), direct effect of authentic leadership on knowledge sharing (β=0.65, t=4.851) and direct effect of knowledge sharing on effectiveness of schools management (β=0.28, t=2.79) was significant. The indirect effect of authentic leadership on effectiveness of schools management was also significant with the mediator role of knowledge sharing (β=0.182). Thus can conclude that authentic leadership is positively and significantly associated with effectiveness of schools management both directly and indirectly with the mediating role of the knowledge sharing.

This research sought to examine the mediating role of psychological capital in the relationship between authentic leadership and work engagement among school principals and teachers. The study had a descriptive, correlational design. The statistical population of the study was comprised of all school principals and teachers in Aleshtar (located in Lorestan Province) in school year 2016-17 from among whom 295 individuals were selected through random simple sampling method. It is worth mentioning that the sample size was determined via the Cochran formula. The instruments included Utrecht Work Engagement Scale (UWES) (2003), Luthan’s Psychological Capital Questionnaire (PCQ) (2007), and Authentic Leadership Questionnaire (ALQ) (Walumbwa, et al., 2008). Evaluation of the proposed model was performed through SEM and using SPSS20 and AMOS20. Results demonstrated that the proposed structural model provided a good fit to the data and there was a significant, positive relationship between authentic leadership, psychological capital, and work engagement. Furthermore, the results showed that the direct relationship between authentic leadership and psychological capital was significant. This also holds true for the direct relationship between psychological capital and work engagement. Nevertheless, the direct relationship between authentic leadership and work engagement was not significant. Findings also indicated that the indirect relation between authentic leadership and work engagement through moderation of psychological capital was significant. Accordingly, although authentic leadership had a significant, positive relationship with work engagement; however, this association was meaningful through the mediation of psychological capital and this variable had no effect on personnel work engagement by itself.

The current study was aimed at investigating the effect of authentic leadership on burnout through mediation role of areas of worklife and occupational coping self- efficacy. The population of this research was all employees of a public company affiliated to the Ministry of Power. To reach this aim, 325 employees were selected through stratified random sampling. The instruments being applied in the study consisted of Authentic Leadership Inventory (ALI) (Walumbwa et al 2008), Areas of Worklife Scale (Leiter and Maslach), Occupational Coping Self-Efficacy Questionnaire (Peasanti et al), and Burnout Inventory (Maslach and Jackson). Data were analyzed using structural equation modeling (SEM) with SPSS 21 and AMOS 21 softwares and Bootstrap method was utilized to test the mediation effects. Results indicated that the hypothesized model of research were fited to data. The results also supported the role of mediation of areas of work life and occupational coping self-efficacy between authentic leadership and burnout.

This study aimed at investigating the effect of authentic leadership on mental health through mediating roles of areas of worklife and occupational coping self-efficacy. The statistical population of this study were all employees of a public company affiliated to the Ministry of Power, from whom 325 were selected through stratified random sampling. The instruments used in the study consisted of Authentic Leadership Questionnaire (ALI) (Walmba et al, 20008), Areas of Worklife (Leiter and Maslach, 2004), Occupational Coping Self-Efficacy (Peasanti et al, 2008), and General Health (Goldberg and Williams, 1998).The proposed model was tested using structural equation modeling (SEM) using path analysis.The bootstrapping method was used to test the mediation Effects. The hypothesized model of the study fitted the data reasonably well. The results indicated that authentic leadership had a significant direct effect on areas of worklife (p < 0.001), areas of worklife had a significant direct effect on occupational coping self-efficacy and mental health (p < 0.001) and occupational coping self-efficacy had a significant direct effect on mental health (p < 0.001). The results also supported the mediating roles of areas of work life and occupational coping self-efficacy between authentic leadership and mental health.

this study aims to investigate the mediating role of psychological capital between authentic leadership, job satisfaction, job insecurity and intention to job leave among employees of polysteel company in Tehran. Research method was correlational and the statistical population included all employees of mentioned organization out of them 159 subjects were selected via convenience sampling method. A set of questionnaire consisted of authentic leadership (Walumbwa et al., 2008), psychological capital (Nguyen et al., 2012), job satisfaction (Smith et al., 1969), job insecurity (Francis and Barling., 2005) and intention to job leave (Wiener & Vardi, 1980), were used in current study. Data were analyzed with use of structural equation modeling (SEM). The findings showed that there were significant indirect effect of authentic leadership on job satisfaction, perceived insecurity, and the intention to job leave through effect on psychological capital. According to the findings of this study, it can be concluded that authentic leadership directly encourages psychological capital and indirectly, through the impact on the psychological capital, increases job satisfaction and decreases job insecurity and intention to leave the job.