جستجوی مقالات مرتبط با کلیدواژه "empowering leadership" در نشریات گروه "مدیریت"

Today organizational learning culture have been considered and can play a significant role in the relationship between of Empowering Leadership and Open Innovation.

The purpose of this study was to investigate the relationship between empowering leadership on open innovation and considering organizational learning culture variable as a mediating variable

The research method was descriptive-survey and an applied one. The statistical population included all the employees working in the central headquarters of the Social Security Organization which added to 1200 people. The sampling method was Random Sampling. Using Cochran’s formula 292 people were chosen as the sample size. To gather the data , standard questionnaires were used .Structural equation modeling (SEM) was adopted for data analysis.

According to the results, there is a significant relationship between empowering leadership with organizational learning culture and open innovation, as well as between organizational learning culture with open innovation. It was also found that empowering leadership through organizational learning culture has an impact on open innovation. Organizational learning culture acts as a mediating variable in the relationship between empowering leadership and open innovation.

This finding means that in the Social Security Organization the emphasis on the Organizational learning culture can not only have a positive effect on the Empowering leadership, but also significantly affects the Open innovation. Therefore managers must pay special attention to it in the organization

The purpose this study was to investigate the effect of empowering leadership on open innovation with regard to organizational learning culture and adjusting adsorptive capacity. This study was an applied method and a Correlation research. The research tool based on the standard questionnaire of Naqshbandi and et al (2019) which was done by the participation of 131 managers and experts of the knowledge-based companies of Chaharmahal and Bakhtiari province after measuring validity (convergent, divergent and exploratory) and reliability (Cronbach's alpha, hybrid and diestra), that were selected by random sampling method and through Morgan table, were implemented. Data analysis was implemented in two descriptive and inferential levels through “SPSS25” and “WarpPLS7 software”. Findings showed that the highest path coefficient (β = 0.79) and the determination coefficient (R2 = 0.63) corresponds to the empowering leadership to organizational learning culture, organizational learning culture has also fully mediated the relationship between empowering leadership and open internal (VAF = 0.64) and external innovation (VAF = 0.69

The purpose of this study was to identify the impact of empowering leadership through job performance on the performance of government organizations in the Arak police force. In today's stressful business environment, managers of organizations face many challenges. One of the best ways to change the structure of traditional management to participatory management and achieve the main goals of the organization has been the method of employee empowerment. In terms of purpose, this research is an applied research in the category of causal research. The study population included 450 people and a statistical sample of 207 law enforcement officers in Arak. A 15-item questionnaire was used to assess the current situation. Used to collect data. In this study, structural equations were used to investigate the relationships between the components of the model. LISREL software was used to analyze the hypotheses. According to the data analysis, the results showed that empowering leadership through job performance has a positive effect on organizational performance. Empowering leadership has a positive effect on job performance. Empowering leadership has a positive effect on organizational performance. Job performance It has a positive effect on the performance of the organization

The present study is a descriptive-survey study with the aim of studying the improvement of hotel performance. It tries to investigate the role of empowering leadership, the realization of psychological contracts and the knowledge sharing behavior between employees and the relationship between these variables in the Performance of hotel staff services. The statistical population of the study comprises the staff of the five-star hotels in Tehran. A sample of them was selected by available sampling method. The questionnaires of Arnold et al., Coil Shapiro and Kessler, Collins and Smith, and Liao and Chuang were used to measure empowering leadership, fulfillment of psychological contracts, knowledge sharing and service performance respectively. The collected data were analyzed using structural equation modeling method using AMOS software. Findings of the research showed that empowering leadership has a positive and significant effect on the realization of psychological contracts as well as on the knowledge sharing behavior. It was also found that the realization of psychological contracts had a positive effect on knowledge sharing as well as on the performance of hotel staff services. In addition to confirming the effect of knowledge exchange behavior on service performance, research findings showed that knowledge sharing behavior plays a mediator role in the relationship between the fulfillment of psychological contracts and service performance. Finally, it was determined that empowering leadership through the implementation of psychological contracts also influences the behavior of knowledge sharing among employees.

The leadership style and motive have been considered as effective factors in different models. In order to increase the productivity its effective factors should be known. The aim of this paper was to investigate investigate the effect of empowering leadership on achievement motivation, inspiring motivation and mental persuasion. The Statistical population included 444 personnels in Gas Company in Khorasan Razavi province. Using Morgan’s table the sample size was 206 people. The research method was descriptive survey and sampling method was probability. To gather the data two standard questionnaires (Ahearne & Avolio) were used. Ranjbarian’s researcher’s made questionnaire was used for achievement motivation. The reability were obtained through Cronbach’s alpha were 0.99, 0.90, 0.84 and 0.87 respectively. To analyse the data lisrel software was used. The results showed that in the the first model, empowering leadership had an affect on mental persuasion, inspring motivation, and achievement motivation of personnels, and in the second model, inspring motivation had modified role on empowering leadership and achievement motivation,but not on the mental persuasion.

Knowledge sharing between individuals to utilize key competencies and achieve competitive advantage in the competitive 21st century is a vital order. Since knowledge sharing is voluntary and not compulsory, thus it is dependent upon soft strategies. In this research, therefore, we are to examine the impact of team climate and empowering leadership on knowledge sharing behavior. Based on that, we presented a model on the basis of previous studies on knowledge management and gathered information from 285 individuals from Tehran University’s faculties’ sports teams. In order to test the model, we used structural equations and PLS. Our findings show that team climate and empowering leadership influenced individuals’ knowledge sharing behavior by way of the mediating attitude and in the same fashion team climate directly affects individuals’ knowledge sharing behavior.