جستجوی مقالات مرتبط با کلیدواژه « organizational leadership » در نشریات گروه « مدیریت »

The Social Security Administration is the most important lever for establishing social justice in civil societies. The demographic and diversity of the organization's activities exposes it to a variety of crises. Therefore, the present study was conducted with the aim of presenting an organizational leadership model in crisis management of the Social Security Organization of Iran.

The type of this research was qualitative and was done using data-based method. In order to achieve the organizational leadership model, eleven professors, experienced people in the field of the Social Security Organization were interviewed with in-depth semi-structured way, using targeted sampling method and due to theoretical saturation. Then the resulting data were interpreted through coding.

Research findings show that organization play three main service functions for crisis management in the Social Security Organization. The first function, which is detected in this study, is providing mediating factors of predicting and resolving the crisis. Mediating factors formulated through categories like; review on country's insurance laws, performing parametric corrections and developing protection laws. Finally, the third essential component of the organizational leadership model is management stability, financial stability and increasing social trust.

Achieving a crisis management model requires providing the ground, the existence of causal conditions, the existence of facilitator components and the use of appropriate strategies. The function of leadership is precisely in this area. Providing growth and development of the broker alone is not desirable and does not achieve crisis resolution and forecasting.

The Purpose of this Research is to Investigate the Relationship Between Transformational Leadership Capabilities for the Implementation of Superior Organizational Goals. This Research is Descriptive and Correlational. The Statistical Population Includes All the Education Employees of Yazd City in the Number of 118 People who were Determined Using the Karjesi-Morgan Table and the Sample Size was 92 People and were Selected Using Simple Random Sampling Method. The Method Used for sampling is the random method of Quota Type. The Main Tool for Collecting Research Data is a Questionnaire. To Collect Data, A Researcher-Made Questionnaire was Used, the Validity of Which was Confirmed by Professors and the Reliability of the Instrument was Confirmed by Measuring Cronbach's Alpha. In Order to Analyze the Data, descriptive statistics method (Including Mean, Standard Deviation, Etc.) and Pearson's Correlation Coefficient were Used to Test the Hypotheses. The Research Findings Confirm All the Hypotheses and Show that transformational leadership Capabilities Including Ideal Influence, Inspirational Motivation, Mental Persuasion and Individual Considerations have a Positive and Direct Effect on the Implementation of Superior Organizational Goals.

The Purpose of this Research is to Investigate the Role of Transformational Leadership in Increasing the Working Health of Employees. This Research is Applied and Correlation Research. The Statistical Population of the Research Consists of the Managers of Private Companies in Tehran, Using Morgan's Table, 80 People Were Selected as a Sample by Simple Random Method. The Research Data Was Collected Through a Researcher-Made Questionnaire, the Validity of Which Was Confirmed by the Professors and the Reliability of the Instrument Was Confirmed by Measuring the Cronbach's Alpha Coefficient.In Order to Analyze the Collected Data, Descriptive and Inferential Statistical Methods Have Been Used. The Findings of the Research Indicate that There is a Positive and Significant Relationship Between Transformational Leadership (Including Ideal Influence, Mental Persuasion, Inspirational Motivation, and Individual Attention and Considerations) and Increasing the Work Health of Employees.Today's World is the World of Organizations and Human Resources are Considered the Most Valuable Organizational Resource. Human Resources Give Meaning and Meaning to the Organization and Provide the Grounds for the Realization of Organizational Goals .

Green concept is a new concept in organization management. Green decision-making refers to decisions that are within environmental limits with an emphasis on protecting natural resources for improving the quality of life. The aim of the present research is to present a green management development model in the branches of Tejarat Bank of Iran. The statistical population of the research is 32 experts of branches of Tejarat Bank. Data collection was done through a Delphi questionnaire with standard components. Four main variables and 11 sub-variables of structural modeling were tested and the validity and reliability of the variables were confirmed. In this research, (SLR) technique was used to determine the relationships between variables and the comprehensiveness of the model using PLS software. The findings of the research have shown that the final model of this research has four dimensions and 11 components. The dimension of organizational innovation includes components of (equipment, training, support) and organizational commitment includes components of (affective commitment, normative commitment, continuous commitment), the dimension of organizational leadership (performance, decision-making, and management) and the dimension of organizational strategy include components of (leadership strategy and culture building). And at the end, it is suggested that the branch managers of Tejarat Bank, by applying leadership and timely decisions and managing employees, using innovative ideas and training, and up-to-date equipment, and setting a strategy in accordance with the goals of the organization and increasing the commitment of employees, can take an effective step towards the implementation of green management in Tejarat Bank branches throughout the country

Implementing the strategy is one of the most significant and challenging topics for organizations and leaders. Successful organizational change can transform the organization's business, and interest in studying in this field, especially taking care of the meaning model, is increasing. Many failures are caused by paying attention to secondary results and not paying enough attention to the main cause. Employees are one of the most important factors to be considered in the strategy implementation process. The construction of meaning plays a critical role in employees' response (resistance, acceptance, or cooperation) to the new strategy. This reaction is of behavioral and cognitive type and is rooted in the employees' understanding. Lewin's 3-stage approach is accepted by Many organizational change experts. Many models of changing the meaning construction suggest that the process of changing the meaning in the minds of employees may also consist of these three stages of Lewin; First, managers destroy the old meaning construction of the organizational reality in the minds of employees, then they create a new meaning construction, and finally, they consolidate the new meaning construction (refreezzing). This article takes a look at the process of changing the meaning-making in the minds of employees by comparing it with Levin's model. The major difference between this article and some others in this field is its focus on two points. First, in this article, only certain types of specific meanings of discoursive activity are emphasized, and at the same time, it refers more to how the manager influences the meaning change process. 

In the past, articles have mostly looked at the meaning-making of employees by managers with a negative approach. Therefore, in this view, any sense-making of employees, such as the meaning they give to change, was considered a resistant force. Leaders were only seeking to break down the previous meaning structure of the employees. More recent studies have shown that the perception of employees, which is rooted in the past and the meaning construction of employees, is not only an obstacle to change but can also act as an effecting factor in implementing a new strategy. The change in the meaning structure of employees can be a factor in the success of the change. 

Narrative and thematic analysis methods were used to analyze data to investigate the change in the meaning construction. Thematic analysis was nested in the narrative analysis method as a tool for better data analysis. The narrative analysis makes it possible to investigate the meanings of the manager in their discursive activities, and the thematic analysis identifies the themes of the narrations. The main focus in this case was on changing the meaning construction, and the impact of discoursive activities on this issue was considered more. Narrative analysis takes a deeper look at how the content of discourse activity is used and refers specifically to how experiences and issues are interpreted. Thematic analysis is a method for data analysis to understand the factors affecting the identification of criteria for understanding interpretations of employees. 

In the narrative analysis, the narrations that contained many different meaning units were identified. The leader tries to change the employees' meaning construction using these narratives. These narrations are usually mentioned in several meetings and periods. In the following, all narrations were analyzed by thematic analysis. To categorize themes and better understand the relationship between discursive activity and meaning construction, pay more attention to more resonant themes. This process was stopped when extracting new themes was no longer possible. In the end, with a theory-oriented point of view, coding was done based on specific theories and hypotheses. There are three main axes explicit from Lewin's change model. The themes of identification are placed around these axes. In the first step, discursive activities seemed to be focused most on expressing the defects in the existing situation. This concept is repeated in different ways, even in disappeared businesses. Finally, the focus was on the desired goal and refreezing new conditions.  

In this study, by reviewing and summarizing the findings, we came across several fundamental approaches: the first and most important approach, which was the main research question, referred to the analysis of the change process in the employees' meaning construction and its compliance with Levine's model. In Levin's model, first, the defrosting process occurs by attacking the existing conditions, then the change phase, and finally, stabilization and refreezing occur. In the defrosting stage, measures like identifying the need for change, specifying what needs to be changed, encouraging the employees to change old behaviors, ensuring the full support of senior managers for the change, and paying attention to understanding concerns and doubts. Narratives that refer to the current situation's lack of appropriate response to new environmental changes and consider the existing jobs as inferior or the existing structure as inefficient are included in this section. It seems that after studying the time course of narrations and the number of their repetitions in these intervals, it is possible to present such a picture of it. In other words, narratives and themes that try to attack the existing meanings and systems of employees are placed in this stage. The second approach is that the discursive activities happening in the direction of change in the meaning construction are not separate phases and sometimes act together. Maybe this is due to the difference in the capacity of people to change. For example, a group needs more repetition and meditation to change its meaning construction.

The purpose of this study is the bibliographic analysis of global studies in the field of women's leadership on the Web of Science based on research from five continents and comparing them with each other. This Scientometrics study is a descriptive-analytical research using bibliometric and illustration techniques such as coword analysis and social network analysis. The research population is 3207 records in the field of women's leadership in the period 1975-2021 on the Web of Science database, which were retrieved in August 2021. Histcite, BibExcel and Excel are used to analyze the data and VOS software is used to draw maps. The results show that the Americas, Europe, Asia, Oceania and Africa contributed to 1575, 1005, 486, 227 and 172 scientific productions, respectively. The United States was the most influential country, and Stanford, Northwestern, and Harvard universities were the most productive, influential, and most cooperative, respectively. The area of business economics has had the most participation in studies. The keywords gender, leadership, and women were the most frequently used keywords in the study of continents. Coword pairs of Gender-Leadership, Leadership-Women, and Gender-Women were the most frequently used keywords pairs on five continents. In the American Studies “Gender, Women's Leadership, Performance, Organizations, and Behavior”, in the European Studies “Gender, Women, Stereotypes, Education, Employment, and Risk”, in the Asian Studies “Gender, Women, Management, Employment, Work, and Culture”, in Oceanic studies "Gender, Women, Stereotypes, Power, and Management", and in African studies “Gender, Leadership, Women, Management, Employment and Education”, were hot topics. American researchers focuse on leadership performance and behavior/women leaders in general, European researchers focuse on women leadership in education, Asian, Oceanic and African researchers focuse on women management in careers and education. Identifying hot topics paves the way for more investment in women's growth and development for leadership positions in governments and organizations.

The purpose of the current research is to design a crisis management model for administrators of Farhangian University. The research method is qualitative; and applicable research in terms of its purpose. The statistical population of the research includes 16 university experts, managers and academic staff members who had experience in crisis management, and were individually interviewed and selected by theoretical (non-probability) and purposeful sampling. And semi-structured interviews were used with university experts. The components and quality requirements of crisis management were obtained through theme analysis during three stages of data coding. The results showed that the components of crisis management in Farhangian University include the degree of preparedness to deal with the crisis (individual factors, organizational factors, educational factors, economic factors); preparation of risk management plan (before the crisis, during the crisis); Organizational structure; participation of organizations; organization communication (internal communication plans, external communication plans); Continuous monitoring (crisis maneuver, possible crisis scenario, review and evaluation); organizational leadership (leadership and management, organizational culture); organizational agility; and university infrastructure.

The purpose of the current research is to analyze the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province. According to its purpose, the research method is applicable; and in terms of execution method, it is qualitative, descriptive-exploratory; and in terms of its nature, it is among foundation data research. The statistical population of this research includes 12 experts who are well-informed and proficient in the subject of research in the field of management and have a valid scientific background in this field. Sampling method used in this research was non-random purposeful. The method of data collection is referring to documents, semi-structured interviews and questionnaires. For data analysis, Atlas ti software was used to code the interviews. The results showed that in the normative dimension, there are 10 categories: organizational justice, work maturity, ambiguity avoidance, external supervision, decision-making, job promotion, masculinity or feminism, concentration (power distance), customer orientation, productivity with 57 indicators; and in the Individual dimension also has 10 categories: sense of belonging, responsibility, individual creativity, communication, participation (teamwork), identity, self-control, motivation, conflict, interaction in 61 indicators and in 6 categories that include causal conditions, communication conditions, background factors, intervener factors, strategies, consequences were identified.Extended abstractIntroductionJust as people in the society have certain beliefs, values ​​and behaviors that represent their personality; organizations also have common assumptions and basic beliefs that shape their culture. Culture has been defined as the set of spiritual achievements of a nation. Culture is a human invention and made by human hands. This finding reflects the existence and identity of a society (Mirza Mohammadi, 2021). Organizational culture is the personality of the organization and it is considered as the basic infrastructure for transformation and change, and managers should understand its relationship with national culture and strive for organizational cohesion by taking advantage of its strategic role. Organizational culture is an interwoven set of basic assumptions, common inferences and collective wisdom that is formed in the context of previous experiences and findings in facing internal or external issues and serves as a guiding light and an invigorating source plays a role in shaping the behavior of employees and architecture of the present and future of the organization (Mohammadiyan & Shahsavari, 2019).Education is a continuous activity, comprehensive and for everyone, which leads to human growth and development, cultural enrichment and the excellence of society, and therefore, innovation should always be created in it. In other words, education is not specific to an exclusive period and time of life and has no time limit, so it must always be renewed and updated (Safaei et al, 2020). For organizational innovation, development and transformation, one of the important organizational conditions that must be considered in policies and implementation of programs is related organizational culture. The author's many years of experience in executive affairs shows that lack of paying attention to organizational culture has not always led to the desired results of innovation, development, organizational transformation and change in organizations (Hamzeh & Hamzeh, 2016). An organizational culture able to respond to environmental changes can lead to optimal organizational performance.According to the above materials, the researcher asked the main question: what are the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province? Theoretical FrameworkOrganizational CultureCulture is a set of customs, standards and individual and social behaviors; therefore, while culture is the effect of many parts of religious views, it is also considered the cause of many conditions and situations. Due to the progress of communication tools and the ever-increasing expansion of their use in many social phenomena and developments, the role of culture has become far greater than in the past; in such a way that culture now plays a decisive role at the domestic, regional and international levels and is one of the tools that governments use to achieve their goals and objectives; in this way, cultural dominance is not a new phenomenon. Cultural policy in the general and customary sense includes a set of goals, principles, priorities and executive policies (Mirza Mohammadi, 2021).Normative and individual variablesIn the conceptual definition of norms, most sociologists are more or less unanimous that norms (forms) are the rules of social behavior that guide a person in social actions. Observing these patterns and rules of behavior expected by the society's culture, and avoiding them is punishable (Khabbaz Yazdiha et al, 2020).Zebardast et al, (2022) investigated the relationship between the transformational leadership factors of educational group managers on the effectiveness of university faculty members through organizational culture. The results showed that the relationship between transformational leadership style of managers and organizational culture was significant and the mediating variable of organizational culture has a significant effect on the relationship between transformational leadership style and the effectiveness of faculty members. It can be said that transformational leadership does not have a direct and significant effect on effectiveness in the final research model. However, transformational leadership affects the effectiveness of faculty members through organizational culture.Yusefi et al, (2022) investigated the impact of individual and normative variables on ethical leadership. The results of the research show that value, job satisfaction, motivation, personality, creativity, components were individual components, and organizational communication, organizational culture, organizational structure, decision-making styles, roles and expectations, goals and strategy were normative components that had a significant impact on ethical leadership.Research methodologyThis research is applicable in terms of purpose, qualitative in terms of execution

descriptive-exploratory type, and data-based in terms of its nature. The statistical population includes 12 experts and specialists who are well-informed and proficient in the subject of research in the field of management, and have a valid scientific background in this field. Non-random purposeful sampling method is used to determine the samples and determine the experts.Research findingsThree types of coding were used to analyze the data obtained from the interview as well as theoretical foundations, which are: open coding, axial coding and selective coding. For analysis, Atlas ti software was used to code the interviews. The results showed that in the normative dimension, 10 categories were identified: organizational justice, work maturity, ambiguity avoidance, external supervision, decision-making, job promotion, masculinity or feminism, concentration (power distance), customer orientation, productivity with 57 indicators; and in the individual dimension also 10 categories: sense of belonging, responsibility, individual creativity, communication, participation, identity, self-control, motivation, conflict, interaction in 61 indicators, and in 6 categories that include causal conditions, communication conditions, background factors, intervener factors, strategies, consequences.ConclusionThe present research was conducted with the aim of analyzing the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province. The results of this research are correspond with the results of Turki et al, (2021), Eimani et al, (2021), Van Dung HA (2020), Yusefi et al, (2020), Mohebbi et al, (2023), Zebardast et al, (2022). Mohebbi et al, (2023) showed that in educational organizations, organizational culture plays an important role in producing teamwork culture and achieving the benefits of the process of participation and collaboration. Educational systems have a special place according to their goals and mission, the most important of which is the training of efficient human resources for other institutions of society; and universities are the most important and key educational organizations that, in addition to training human resources, respond to the social needs for the acquisition and dissemination of knowledge and technology.According to the results obtained in three dimensions, the following suggestions are presented:- The motivation of managers to create team and collaborative activities should be improved. The opportunity to grow, develop and acquire new effective professional skills and knowledge for managers should be provided for the managers. The conditions of sustainable competitive advantage should be designed. The ground for continuous improvement of organizational intelligence in order to realize the learning organization should be prepared. Individual development and strengthening positive behaviors of managers should be considered. By creating a positive organizational atmosphere, the cooperative structure of the organization should be strengthened. Agility of the organization structure according to the suitability of the job and competence of the people and increasing the efficiency and effectiveness of the rules and regulations by simplifying matters should be considered. By supporting individual values ​​and de-stressing people, internal motivation and sense of belonging to the organization should be improved. Influence in decision-making and implementation by delegating authority should be considered. The position of managers in the organization should be changed to facilitator and leader. Try to create an active, effective and sustainable teaching and learning environment. Macro vision, goal setting, strategic planning and management, foresight, future research and future-recording and problem solving ability should be taken into consideration as important points for choosing staff managers.

Today,due to environmental changes and the characteristics of organizational environments, it is necessary for organizations to take advantage of new leadership styles. Spiritual leadership is one of these styles that has been considered due to the need of organizations to improve the organizational environment in terms of indicators of mental health of employees.The purpose of this study is to provide a model of spiritual leadership in the electricity industry. In addition, research is a type of development-applied research. At the beginning of the research, after reviewing the theoretical foundations and previous research and identifying 47 components for spiritual leadership, the Delphi questionnaire was designed.At this stage, 12 academic experts and managers of the electricity industry were consulted on the components of spiritual leadership, which after two rounds of experts reached a consensus and 45 components were finalized. Then, the spiritual leadership model was designed based on the results. In the next step, 46 electricity industry experts were polled about the priority of the identified components. The method of sampling was snowball and the adequacy of the sample and the method of data analysis was fuzzy TOPSIS method. The findings showed that the components of "commitment to organizational goals", "defining a common vision" and "loyalty" have the highest priority.According to the research results, due to the dry nature and technical and specialized hard work, using the model of spiritual leadership can have a great impact on improving the mental and psychological conditions of employees in the workplace and advancing organizational goals.

Today, the importance of human resources in state-owned firms has increased and there is a need to provide appropriate mental and physical conditions for their activities. Evidence shows that organizational leaders have a decisive role in promoting employee health in the workplace, The concept of " Health-oriented leadership " has been introduced in scientific discussions. Considering that there is no precise conceptualization of it, the purpose of this study is to design a model of Health-oriented leadership in state-owned firms.

This research, is considered among the qualitative research. that foundation grounded theory method was used to design the model. For this purpose, semi-structured interviews were conducted with 24 executive experts in state-owned firms and university experts who were purposefully selected.

Based on the findings, 6 categories of factors were identified including causal factors, health-oriented leadership (pivotal phenomenon), underlying factors, intervening factors, strategies and consequences. Also, three attitudinal dimensions of employee health, practical employee health and personal health of the leader for Health-oriented leadership were identified.

Based on the findings, examining organizational leadership from a health-oriented approach can provide a systematic and comprehensive framework and somehow put the existing theories in the field of organizational leadership in a new format. Finally, the results showed that health-oriented leadership in state-owned firms is a multifaceted phenomenon, the use of which can create positive and valuable results.

Perception of justice arises from the social actions in the form of perceptual-behavioral cycles between social actors over time. In organizations, this cycles between superiors and subordinates affect the perceptions and consequently the behaviors of both sides of the relationship. Considering the small number of superiors and their placement in the center of organizational interactions, the best point of intervention to manage these cycles is the perceptions of superiors. In this research, our goal is to identify personality traits that influence the perception of justice of leaders and their continued behavior.

This research is fundamental in terms of results, is exploratory regarding purpose, and is qualitative concerning method, the data were collected by library research and based on thematic analysis of the Nahj-Ol-Balagha Text. To do so, Nahj-Ol-Balagha Text was read many times and coding was accomplished after selecting the related parts. Then, the codes were revised, summarized, and then categorized in different steps. The results were validated using expert panel and Holsti’s coefficient of reliability (92%). Finally, Delfi Method was used to reach agreement in categorizing the codes.

Two sets of codes were found in this study: the 25-code set refers to the relationship between personal traits as well as behavior with the values and believes. The second set consists of 505 basic recorded codes that categorized in the form of two main organizing themes of magnanimity and dignity, and steadfastness and fortitude.  Magnanimity and dignity cover three sub-organizing themes including: respect for others, kindness and generosity, and the main organizing theme of steadfastness and fortitude, and includes three sub-organizing themes of self-control, insight, and personal stability. These findings signify a specific style of leading that is balanced through these two sets of Magnanimity and dignity, and steadfastness and fortitude.

The results suggest that the leaders who possess the characteristics mentioned in this research, will perceive less injustice, and after the perception of injustice, the possibility of extreme behavior in them is less probable. Thus, it is expected that the perception of justice in the subordinates of such leaders will be more and the atmosphere of justice in the organization will be more positive as well.

The main purpose of this study is to investigate the status of new leadership functions in government organizations in West Azerbaijan province and to provide an appropriate model for the development of the existing situation in those organizations. The present research is applied in terms of purpose and in terms of the nature of the subject and method, it is a mixed descriptive (quantitative-qualitative) research. This research has been done in two parts, quantitative and qualitative. The statistical population of this research is in the quantitative research section, managers, heads and specialized experts in government organizations of West Azerbaijan province; In the field of qualitative research, he is the director of government organizations, elites and university professors in West Azerbaijan province. To collect research data, in the quantitative research section, a researcher-made questionnaire based on the theoretical framework of "Sanjay Saxena and Pour Nima Avasti" was used and in the qualitative research section, open-ended questions were used through semi-structured interviews and focus group interviews. Descriptive and inferential statistics have been used to analyze the research data in the quantitative research section. In this framework, Kolmogorov-Smirnov was used to test the normality of the data distribution of the population, and one-sample t-test, t-student test, linear regression test, structural equation analysis, and confirmatory factor analysis were used to test the hypotheses. SPSS and AMOS software have been used in all calculations and tests. In the qualitative research section, open coding tables, conceptualization, thematicization, and variable (theme) construction have been used to design and present the main research models. According to the results of this research in the quantitative research section, government organizations of West Azerbaijan province use new leadership functions to a lesser extent than the average. In other words, the current situation of new leadership functions in government organizations of West Azerbaijan province is less than average; Based on the results of qualitative research, a model for developing the current status of new leadership functions in government organizations was presented. In the proposed model for government organizations, there are 14 main themes (main variable) and 39 sub-themes.

Today's dynamic and complex environment no longer provides much opportunity for appropriate response. Companies that can't keep up with the changes are being destroyed. In addition, employees have less room for attention in the information age bombardment of the digital age. Any ambiguity in both matters adds to the complexity. Organizational leaders need to communicate information in a transparent, accurate, and timely manner in order to communicate and align with employees. Metaphor as a powerful and very effective tool in conveying concepts can help the leader to achieve his goals; a powerful tool that many great poets and writers have used; because metaphor conveys a large amount of concepts in the fewest words. Perspective, inspiration and persuasion are considered to be the main functions of metaphor. The present study aims to investigate the role and function of metaphor in the behavior of the organization leader in one of the successful organizations that has experienced several successful organizational changes using ethnography and content analysis. In more than a year of observing and participating in various meetings of the leader of the organization, an attempt has been made to identify the metaphors used and to classify them according to function. After reviewing and performing content analysis, four functions were identified for metaphors. The leader seems to have focused more on using specific functions than metaphors based on their function at different times.

The aim of this research is to design an organizational leadership model with an emphasis on Nahj al-Balagha. The research uses a mixed method and, at first, the text of Nahj al-Balagha covering letters, sayings, and sermons relating to leadership concept is reviewed and analyzed.  After that, 525 primary themes were extracted, then summarized and categorized using a coding method with a primary emphasis on common concepts. 79 common themes as an indicator and in addition, by increasing the range of categories, 10 organizer themes as components and, finally, by repeating it three great themes as organizational leadership dimensions of faith, morality, and behavior were identified. Then, to rank and find a causal relationship between identified components, we used the DEMATEL quantitative method. In this stage, we interviewed 20 experts in Islamic management and used a questionnaire. According to research findings, faithfulness can be a causal variable because it has the greatest influence on the moral and behavioral dimensions.

The success of Iranian NTBFs as the drivers of the knowledge-based economy is very important. This research, which has fundamental purpose and qualitative data collection method, is aimed at identifying the dimensions of effective organizational leadership on success in reaching the fast-growing stage in Iranian NTBFs. To accomplish this goal, with a multiple-choice strategy and maximum-sampling sampling, out of more than 3,000, about 30 companies were identified as verifiable examples. Theoretical saturation in the review of items nine to eleven occured. Investigations were mainly based on semi-structured interviews with 25 of the key leaders and key Persons of these companies. Finally, the dimensions of effective leadership were determined by analyzing interviews and extracting the codes, categories, and identifying their relationships with the help of the ATLAS.ti software. The ideological look at work, having a global look, special attention to legal issues, entry into new field, and … were the most important factors has been determined.

The main purpose this study is to investigate the effect of organizational leadership on organizational agility through mediation role of job satisfaction and organizational commitment in administration and management of national Iranian drilling company. Present research method is empirical based on the target, and is a descriptive-causal research; and specifically, it is based on structural equation modeling statistical. Statistical population of is 325 of employees of administration and management of national Iranian drilling company, that 176 were chosen with random sampling method by using krerjcie and Morgan table. In order to collect data, four questionnaires were used: organizational leadership, job satisfaction, organizational commitment and organizational agility. Data analysis done with using statistical software spss and lisrel. research findings show that organizational leadership have positive and significant effect on organizational agility through mediation job satisfaction and organizational commitment and organizational leadership have a significant positive impact on job satisfaction, organizational commitment and organizational agility in the administration and management of the national iranian drilling company. Also the job satisfaction and organizational commitment have positive and significant effect on organizational agility in the administration and management of the national Iranian drilling company.

This research aims at explaining the aspects of organizational leadership using the teachings of Nahj-Balaghah. Accordingly, it follows qualitative method and employs theme analysis. At first, the researchers reviewed and analyzed the text of Nahj Al-Balaghah (letters, sermons, and divine wisdom) in terms of the concepts related to leadership (influence and effects, modeling and accountability). This resulted in the identification of 525 primary themes. Then, by identifying and categorizing through coding method, with emphasis on common concepts, 79 basic themes were identified as indicators. Subsequently, by increasing the scope, ten organizing themes were identified as the component. Finally, with the repetition of the same process, three themes were identified as aspects of organizational leadership including beliefs, ethics and behavior.

The aim of this research is to study the relationship between intentions to e-government with organizational agility in Tehran province Gaz Company. For this purpose a primary and five secondary hypotheses were formulated. The statistical society of this research is the gas company staff of Tehran province which among them using sampling formula of limited population, 120 people were selected. To collect the data, the intentions to e-government standard questionnaire of Torres et al and self-designed questionnaire of organizational agility were used. The validity of questionnaires was confirmed by professors and experts. Also using Cronbach's alpha test, the reliability of e-government questionnaire equal 87/ and organizational agility equal 92/ was determined. Collected data analyses took place in the SPSS software environment. Pearson correlation, Friedman and binomial tests respectively were used to hypotheses test, ranking of organizational agility dimension and review variables situation. Findings of the study indicated that intentions to e-government have a relationship with all agility dimensions (organizational leadership, organizational change, organizational culture, customer service, performance management) and as a result with organizational agility.

The aim of this research is to identify and rank the effective factors of employee transfer in BIPC Basparan petrochemical company through 1388-1390. Identifying and ranking the factors of the employees transfer in production units such as BIPC Basparan petrochemical company can be regarded as an effective step in reducing the turnover of skillful and elite employees. The research has applied and holistic approach and the research population include all employees of Basparan petrochemical company. In order to gather the criteria and indicators، two questionnaires have been used in two stages. At the first step، the reasons behind the employees transfer were identified by library and internet-based research، in addition to interviewing with the experts. At the second step، the questionnaire number 2 was exploited in order to make pair comparisons and eventually prioritizing the key factors affecting the employee transfer. After pair comparisons between standards، the importance levels of factors were identified. According to the results، the level of job satisfaction ranks first، followed by organizational commitment، empowerment، organization structure، organizational leadership، absence and lack of punctuality.

The purpose of this paper is to evaluate substitute training based on analysis of exploratory and confirmatory factors; to do so substitute training's questionnaire based on substituting programming patterns of William Ryth Vel (2010) has been completed by 616 managers and commanders. Using exploratory and confirmatory statistical ways, important factors of substitute training has been reidentified and improved in military atmosphere. The results of exploratory factor refer to five general and strategic factors including shared motivation, the way of implementation, guaranty of implementation, organizational preparation, and organizational capital. The outcome variance has been 30% and the results of confirmatory factors refer to appropriate value of first and the second rank of effective factors according to theoretical rules.