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

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.

The purpose of this study was to determine the relationship between managers 'leadership style and staff’s silence of  Department of Sport and Youth in Hamedan province by descriptive-correlation method. The statistical population included all employees of sport and youth departments of  Hamedan province that 108 samples were obtained from Morgan and Krejski tables. In order to collect the required information, in addition to the demographic questionnaire, the Likert leadership styles questionnaire and the organizational silence questionnaire (Vakula and Bouradas) were used. In addition to descriptive statistics, Kolmogorov Smirnov statistical methods and Pearson correlation were used. Findings indicate that there is a significant relationship between managers leadership styles and organizational silence of employees (p˂0/01, r=0/4672). Also There was a significant negative relationship between the dimensions of leadership style, such as benevolent (p˂0/01, r=0/4108), consultative (p˂0/01, r= 0/4674) and participatory (p˂0/01, r=0/4168) leadership style, with the silence of the organization employees. However, there was no significant relationship between the style of colonial leadership style and the silence of employees in the organization (p=0/143, r=0/174). Organizational silence also causes feelings of worthlessness, lack of control and cognitive dissonance that results in low motivation and commitment. Indeed, benevolent, consultative, and participatory leadership styles can to some extent prevent the silence of the organization's employees and provide the space to express the ideas and opinions of individuals in organizations.

The aim of this study is to investigate the relation between emotional intelligence and collaborative leadership style of commanders and managers in a military unit. For this purpose, after studying previous researches and theoretical principals, the impact of each dimension of emotional intelligence has been measured.
from essence and method perspective this research is a descriptive study (correlation) and the statistics population of this study is 258 managers and commanders of a military university, which the sample size with the use of Cochran formula and stratified random sampling was set to 155 people. And in order to analyze data, multiple regression and correlation test was used.
the findings show that there is a significant positive correlation between emotional intelligence and collaborative style (with a correlation coefficient of 0.784 and significance level of less than 0.001), and also according to correlation coefficient .082 and coefficient of determination 0.68; variables for controlling the relations, self-awareness, social awareness and self-management are able to account for 68 percent of changes in participative leadership style among commanders.
The highest the level of emotional intelligence, the more people tend to choose the collaborative style. From the dimensions of emotional intelligence (relationship management, selfawareness, social awareness and self-management) dimensions of self-awareness, social awareness and self-management were more effective on collaborative leadership style.

Aim of present study was developing a model for promotion of organizational commitment of I A U branches administrators and managers a randomly selected sampler of 198 administrators and managers of IAU were completed the cognitive styles inventory T organizational commitment and researcher-made questionnaire of leadership patterns. The analyses of collected data by MR show that it is permitable to develop a moder for predicting and promoting of organizational commitment according to leadership pattern cognitive styles and locus of control. The results of path analysis shows there is a direct and undirect relationships between among variables with an organizational commitment.Beta coefficients for internal, external and beucratic leadership patterns negative (B, 00.00 ,p<0.001), but for analytical intellectual style (B=0 , 565 , p<0.05) , internal locus control (B = - 0.3611, p<0.05) , political leadership style (B = 0.239 , p<0.05) significant and can predict organizational commitment among IAU administrators and managers.

This research was aimed to investigate the relationship between the big five personality dimensions and leadership style with instructional productivity of principals at secondary and high schools in West Islam Abad city. the current research was a correlational type. A sample of 70 principals and 210 teachers were selected through random sampling method for measuring productivity and leadership style. Costa & McCrea''s questionnaire of principals personality factors، Halpin''s leadership styles description questionnaire، and Saatchi''s modified productivity questionnaire were used for data gathering. Pearson correlation test and Multiple Regression analyses were used for statistical analyses. The results of analyzing factors correlations represent a positive and significant relationship between extroversion and consciousness factors with productivity. Also the results of multiple regression analysis indicated that extroversion and consciousness، among the variables، were the significant predictors of productivity. Also variables were the explanatory of positive relation and significance between leadership style of initiate structure and productivity. Therefore the results of this research could be used to recognize the personality characteristics in principals with high levels of productivity and hereto promote the vicarious system models in organization. Also، regarding organization circumstance and via adoption of leadership styles that are productivity related، we can assist the promotion of leaders and organizations.

This study attempts to investigate the relationship between Leadership-followership stylesandfear of metacognition assessment (fear of positive evaluation (FPE) andfear of negative evaluation (FNE)). The statistical population comprised all the graduate and undergraduate students of faculty of educational science and psychology in Shahid Chamran University، out of which a sample of 150 individuals was randomly selected and the data were analyzed using Kruskal Wallis test. Findings indicated that there exists asignificantrelationship betweenleadership and followership styles. Moreover، leadership style is significantly correlated to fear of positive evaluation. Whereas، no significant relationship was observed between leadership style and fear of negative evaluation. Furthermore، followership style and fear of negative evaluation are significantly correlated to one another. Whereas، no significant relationship was observed between fellowship style and fear of positive evaluation.

The present research examined the relationship between five factors of personality and transformational leadership behaviors and subordinates'' & super ordinates'' appraisal of managerial performance. The sample was selected by cluster sampling and included 40 production managers whose transformational leadership behaviors were evaluated by 200 workers'' response to MLQ and their performance appraisal was evaluated by 40 directors and 200 workers. Scales for data collection were MLQ-5x، Five-Factor Personality Inventory and Performance Appraisal Inventory. The data was analyzed by stepwise multiple regression. Results revealed that extraversion and openness to experience positively and neuroticism and conscientious-ness negatively predicted transformational leadership behaviors. Transformational leader-ship behaviors predicted subordinates'' and super ordinates'' appraisal and personality predicted subordinates'' appraisal of managerial performance. These findings supported the relations between personality and leadership styles.

The purpose of the present study is to investigate the relationship between quality of work life، perception of leadership styles and employees’ productivity in the Electricity Compaies located in Shiraz. Through employing a descriptive-correlational method، a sample of 212 individuals were selected via simple random sampling and were tested by productivity، the quality of work life and Bass multifactors leadership styles Questionnaires. The results which were analyzed by the Pearson correlation coefficient and multi-regression analysis indicated a significant relationship between different types of the leadership styles (apart form laissez faire management style) and the productivity of the staff members. Furthermore، the rational stimulation، inspirational motivation، occupational progress and work commitment were of greater predictive value in predicting the productivity.

The main purpose of this research was to identify differences in the Ferdowsi University of Mashhad manager's leadership styles based on their philosophical mindedness. The research method was quantitative, non-experimental, explanatory, cross-sectional. 88 university managers completed and returned two questionnaires assessing their leadership styles and philosophical mindedness. The results showed significant differences among the managers’ leadership styles in terms of their philosophical mindedness. There was a significant relationship between philosophical mindedness and increasing the growth of team leadership. Therefore, there is a need for fostering comprehensiveness, penetration (deep thinking), and flexibility, as three main aspects of philosophical mindedness, among university managers.