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

The aim of this research is to identify and stratify the factors affecting sustainable human resource management in order to implement it effectively using structural interpretive modeling (ISM).

The current research is applied in terms of purpose and exploratory in terms of method, which was done in a mixed qualitative and quantitative way. In the first phase of the research, the meta synthesis method was used. In the second phase and the quantitative part, Interpretive Structural Modeling (ISM) method was used to level the factors and identify the most influential components.

According to the results obtained from the research, 7 components and 43 indicators were identified and validated for this purpose.

The results of this research indicate that the components of stakeholder pressure, government policies and regulations, factors related to human resources policy, cultural factors, and factors related to employees are interrelated variables; These variables have high dependence and high guiding power, in other words, the effectiveness and effectiveness of these criteria are very high and any small change on these variables causes fundamental changes in the system. Since the components that are determined as outputs in the last iterations will be more effective in terms of the interpretive structural equation method, therefore the components of government policies and regulations, and economic factors will be more effective and in order to achieve the implementation of sustainable human resources management. You should pay attention to these factors.

The purpose of this research is to identify the job preferences of the fourth generation employees, the dimensions, components and characteristics of the fourth generation human resources management specific to this generation and to prioritize the recognition of these preferences for the organization's leaders and human resource managers in the organization. It is of vital importance. In terms of results, this research is considered to be a developmental research, in terms of its purpose,it is an applied research. The indicators related to the fourth generation management of human resources in Iran's government organizations were identified and prioritized based on Delphi analysis and then based on structural-interpretive analysis. The value system factor was placed in the autonomy variable group,it was also determined that indicators such as payment system, job promotion, and communication system are included in the group of dependent variables, and leadership style indicators and feedback system are in the group. The independent variables are placed. Based on the results of this research, the payment system and the feedback system are among the most important motivational factors of the fourth generation of human resources, which managers should consider in designing and establishing a management model and an effective leadership style

Identifying and exploiting existing opportunities is the basis for creating and promoting employee creativity and requires appropriate prerequisites. The aim of this study is to investigate the impact of leadership styles on the innovation climate and its impact on employee creativity with the moderating role of creative self-efficacy and the mediating role of trust and personal identity of the General Directorate of Information Technology of the Tax Administration.This is an applied and descriptive-correlational research. The statistical population includes managers and employees of the General Department of Information Technology of the Tax Administration, from which 138 were selected by simple random sampling. The data collection tool is a researcher-made questionnaire. To test the hypotheses, structural equation modeling was performed with the partial least squares approach using SmartPLS software. All hypotheses were confirmed except the hypotheses related to trust and creative self-efficacy. Also, by using transformational and interactive leadership styles as well as identifying employees, innovation can be created in the organization and thus employee creativity indicators will be improved.

In the age of global competition, performance evaluation is essential for the survival of the organization. Here, the leadership style is of paramount significance, and the main reason to assess and measure organizational performance is to increase the organization overall effectiveness.

The aim of this study is to investigate the relationship betweenTransformational and Transactional Leadership Style and organizational performance of the staff of University of Qom

The study is applied with library–field data collection procedure and the methodology is correlational. The statistical population consists 440 staff of University of Qom. The sample size was estimated by Morgan,table to number 203 that were selected by simple random cluster sampling. Bass and Avolio’s (2000) Multi-factor Leadership (MLQ) questionnaire and Hersey and Goldsmith’s (1980) Organizational Performance (Achieve) questionnaire were used as the instruments in the study, and their reliability and validity were examined by confirmatory factor analysis and Cronbach's alpha coefficient, respectively.

The results showed that Transformational leadership style (r = 0.31; p < 0.05) and Transactional (r = 0.17; p < 0.05) have positive and significant relationship with the organizational performance. The results of simultaneous regression showed that about 51 percent of the leadership is able to explain and predict changes in organizational performance (r = 0.716; R2 = 0.512; Adj = 0.134) that its highest level is related to transformational leadership with beta factor of 0.36 (β = 0.36).

It came to light that there is a meaningful relationship between leadership styles and organizational performance.

The objective of this research was to study the relationship between leadership styles and organizational justice and employees’ confidence. It is consumed an applied research in terms of method and it is categorized as a descriptive-survey. The statistical population was the employees of the, Manufacturing Support and procurement Management Office of the National Iranian Oil Company which among them  244 persons were selected as sample size using stochastic sampling method and the Morgan’s formula. The research information was gathered by standard questionnaires of leadership styles, organizational justice and employees’ confidence. Research data was analyzed using descriptive and inferential statistical methods and SPSS software. This research revealed that there is a significant relationship between leadership styles (transformational and transactional), organizational justice (distributive and procedural) and employees’ confidence in the case which has been studied. Also, the results obtained from Friedman's test showed that procedural justice with a mean of 4.69 in the first rank and distributive justice with 4.06 in the second rank and the transformational leadership variable with an average of 3.76 and exchange leadership with rank of 3.29 had a different significance.

Application of leadership styles in accordance to the employees' characteristics can have an impressive impact on their psychological empowerment. The main purpose of the present research was to investigate analyses the relationship among leadership styles (transformational, transactional, and laissez-faire) with psychological empowerment of employees. The statistical population of this study was included 1418 no's of Agricultural Jihad Organization experts in Kerman Province which 306 experts were selected as a sample using Krejcie and Morgan sample size table and stratified random sampling method. The research tool was a questionnaire. This study is an applied research which was carried out using survey technique. The data were analyzed using SPSS22 statistical package. The results revealed that transformational and transactional leadership styles positively and significantly impacted the mental empowerment of agricultural experts. While, the laissez-faire leadership style had negative and significant impact on experts mental empowerment. Furthermore, the results demonstrated that three leadership styles (transformational, transactional, and laissez-faire) can account for 60.6 percent of variance in mental empowerment of Agricultural Jihad Organization experts in Kerman Province.

The purpose of this research is to investigate the effect of leadership style on the innovation of service productivity and processes in view of the moderating role of knowledge sharing in branches of the Mehr Economy Bank in West of Mazandaran province. The research method is a descriptive survey. The statistical population of this study was 800 employees of Mehr Bank of Mazandaran province and the sample size was 260 using Morgan table. In this research, a non-probabilistic random sampling method was used. The instruments used in this study were Charity Transformation Leadership Leadership Leadership Questionnaire (Dan Hartg et al., 2007), Palladino Service Innovation Innovation Questionnaire (2008), Process Innovation Questionnaire (Wang Wahmad, 2004), and Dan Hartgow Knowledge Sharing Questionnaire (2007),(Their reliability through Cronbach's alpha was 762/0, 725/0 and 781/0 respectively, and factor analysis method was used for validity verification. Research hypotheses have been analyzed using structural equation model with partial least squares approach through SPSS and AMOS software. The results of the assumptions test show that leadership style has a positive effect on productivity innovation in the organization due to the role of knowledge sharing in the organization of the Mehr Economy Bank in Mazandaran province.

Due to global competition, performance evaluation is required for the survival of the organization; main reason to assess and measure organizational performance is to increase the organization’s overall effectiveness and business processes. the aim of this study is to investigate the impact of leadership style on human resources performance in organization mediated by organizational silence. Research method is correlation based on structural equation modeling, the statistical population consist of Sari Sepah Bank branches official staff to number 430. The sample size was estimated by Cochran formula to number 203 that were selected by multistage random cluster sampling. The used instrument in this study is three standard questionnaires- leadership measurement Avolio (1997), organizational performance Echio (2003) and organizational silence Vandyne ;et al (2003) - On which their reliability were confirmed by factor analysis and have appropriate validity. Data were analyzed by SPSS software and LISREL. The results showed that transformational leadership style and exchange have positive and significant relationship with organizational performance. organizational silence have negative relationship with organizational performance. Transformational leadership enhances performance mediate by organizational silence and transactional leadership reduces performance mediate by organizational silence. Tansformational leadership have negative relationship with organizational silence. transactional leadership have positive relationship with organizational silence. Due to greater impact of transformational leadership in enhancing organizational performance in compared to transactional leadership and broke the silence; were recommended to banks managers to operate this leadership style in their plans as common style and dominant and enhance the performance of their organizations in today's competitive world .

Transactional leadership is counteractive in itself. James McGregor Burns (1978) distinguished between transactional leaders and transformational by explaining that: transactional leaders are leaders who exchange tangible rewards for the work and loyalty of followers. Transactional leaders tend to be more passive as transformational leaders demonstrate active behaviors that include providing a sense of mission. Transactional leaders are concerned with processes rather than forward-thinking ideas. These types of leaders focus on contingent reward (also known as contingent positive reinforcement) or contingent penalization (also known as contingent negative reinforcement). Contingent rewards (such as praise) are given when the set goals are accomplished on-time, ahead of time, or to keep subordinates working at a good pace at different times throughout completion. Transactional leaders use reward and punishments to gain compliance from their followers. They are extrinsic motivators that bring minimal compliance from followers. They accept goals, structure, and the culture of the existing organization. Transactional leaders tend to be directive and action-oriented.
Transactional leaders are willing to work within existing systems and negotiate to attain goals of the organization. They tend to think inside the box when solving problems. Transactional leadership is primarily passive. The behaviors most associated with this type of leadership are establishing the criteria for rewarding followers and maintaining the status quo. Within transactional leadership, there are two factors, contingent reward and management-by-exception. Contingent reward provides rewards for effort and recognizes good performance. Management-by-exception maintains the status quo, intervenes when subordinates do not meet acceptable performance levels, and initiates corrective action to improve performance.
There have been a number of criticisms leveled against transactional leadership typically proposed by management scholars e.g. Burns (1978) argued that transactional leadership practices lead followers to short-term relationships of exchange with the leader. These relationships tend toward shallow, temporary exchanges of gratification and often create resentments between the participants. Additionally, a number of scholars criticize transactional leadership theory because it utilizes a one-size-fits-all universal approach to leadership theory construction that disregards situational and contextual factors related organizational challenges. It is believed that this theory does not match the needs of today's organizations. On the other hand, the divine school of Islam expresses very delicate, elegant and precise views that demonstrate its special outlook on human, progress and elevation, the one which is neglected in mainstream schools of management.
This research paper aims at criticism of the transactional leadership and tries to propose the ground-breaking comprehensive views extracted from the Quran. The method of research was based on the intra and extra structural critique. In intra structural critique, the purpose of research is evaluation of the cohesion and the solidarity of the theory entities and the harmony between the theory contents and its principles and foundations. In extra structural critique, the theory is examined in terms of their conformity with other related theories and its compliance with Islamic assumptions.
In extra structural critique, this theory has strengthening significant points that led to the emergence of transformational theory. Meditating the Quran verses shows that the concepts suggested in this theory are also articulated in the Quran with more breadth and richness. In contemplating the Quranic verses, primarily the concepts related to the categories of transactional leadership theory were extracted and classified and next the Quran's comprehensive precise views on human, supervision and monitoring, reward and punishment are enunciated clearly and in detail.

The purpose of this study is evaluating the impact of organizational culture and leadership style on knowledge management considering the mediating role of technology acceptance. The hypotheses were tested against the data collected from a sample of 54 manufacturing companies in Qazvin province, using the variance based structural equations modeling (partial least square technique) and path analysis method. The findings reveal that organizational culture and transformational leadership have a positive impact on knowledge management, but there are no positive impacts between transactional leadership and knowledge management. And also transactional leadership does not impact technology acceptance positively. Among the factors explaining transformational leadership, motivation and inspiration (most of all), individual attention and intellectual stimulation have a positive impact on knowledge management, while none of the transactional leadership indicators have significant influence on knowledge management and technology acceptance. Finally, findings indicate that acceptance of technology also has a significant and positive impact on knowledge management. The results of this research help managers to understand the impact of their leadership style and organizational culture on the acceptance of technology so that they can improve their companies’ knowledge management.

Today many organizations undergoing change. Leadership of an organization to adapt and change in order to survive and grow in new environments, require to specific features that generally managers to respond to them encountered to many problems .the most important features that can help leaders and managers in response to these changes, emotional intelligence and social intelligence. Due to the importance of this object, in this study, to the effect emotional intelligence and social intelligence on leadership style of management are discussed. To measure emotional intelligence of questionnaire by Schering (1996), to measure social intelligence of questionnaire Sylvra (2001) and to measure the leadership style of the questionnaire MLQ are used. The statistic society includes 140 the managers of Kermanshah Province Governor. Using a statistical formula Cochran 100 individuals were chosen as the sample of the research. Research results showed that social intelligence and emotional intelligence on manager's leadership style have a direct and positive effect.

These days in the competitive world, most of organizations found that the safety management and labor health are to be inseparable part of themselves and value them the same as other managements in the organization. The main goal of this research is to identify influencing factors on the performance of workforce health in organizations. In this paper, statistical population is the small and medium textile industries in Qazvin province with 800 workers that by taking the total number of population and Morgan chart into account, the sample size is 260 workers. The data analyzed by the structural equation modeling technique and the AMOS software. Through the analyzes of the data it is shown that in medium industries independent variables have great meaningful effect of dependent variables. While in small industries only the risk management effects on the safety following and safety participation. Results show the influence of safety leadership and risk management on increasing safety behavior and workers satisfaction. These findings are important for the management; because, it shows evidences about the factors that encourage companies to decrease risk and optimize their safety performance.

The general aim of this research is to determine the relationship between transactional-transformational leadership style of principals and organizational silence of teachers at middle school of Shahr-e-Rey in academic year of 2012-2013. The descriptive and correlation methodswere applied. Statistical universe consisted of all teachers (1374people) of Guidance schools in Shahr-e-Rey including 468 men and 906 women، and finally 312 teachers including 198 women and 114 men، were selected by Stratified Random Sampling. The applied tools in this research for measurement are two questionnaires including multifactor questionnaire of leadership by Bass and Avilio (2000) and the researcher-made questionnaire for organizational silence. Stability of leadership questionnaire was 0. 91 and it was 0. 93 for organizational silence which were determined by Cronbach''s Alpha. The research data was studied and analyzed by inter and stepwise regression. The most important results of this research are as follows: The organizational silence is predicted 0/10 by transactional and transformational leadership styles respectively. A mong transformational leadership style dimensions، intellectul stimulation dimension is a negatively and significantly relationship by organizational silence. A mong transactional leadership style dimensions، management-by-exception passive dimension is a positively and significantly relationship by organizational silence.

The goal of present study is review on the relationship and impact of leadership style on purposeful organizational forgetting and organizational performance by using Structural equation modeling. Research method is descriptive and correlation and from the purpose aspect is applied one. The statistical population includes administrators and academic faculty members of Payame Noor University، and the sample size is selected 220 individuals by using the formula and stratified random sampling. Tools include 3 questionnaires consist of the transactional and transformational leadership، purposeful organizational forgetting and organizational performance with optimal validities and reliabilities. Data analyses are done by structural equation modeling and with Lisrel Software and fitness of model is checked by fitness’s indexes. The main results of model with optimum fitness show that leadership styles (transformational and transactional) have direct and significant impact on purposeful organizational forgetting. Leadership styles (transactional and transformative) have direct and positive effect on organizational performance and leadership style has indirect impact on organizational performance by mediating of purposeful organizational forgetting.

This study has engaged in explaining the empowering leadership style of knowledge cycle in universities of the country. The statistical universe of the research includes all members of scientific mission at University of Allameh Tabatabai and Payam noor University. The research is an applied research in terms of purpose and a descriptive-correlation one in viewpoint of gathering data. To investigate the relationship between the variables and structural equation modeling, PLS software has been used. Results indicated that there is not a significant difference, based on gender, in empowering leadership style of scientific mission's members at both of the universities and opinions of both men and women are the same in University of Allameh Tabatabai and also Payam Noor University. At the end, he transactional leadership style was identified as the empowering leadership style of knowledge cycle among members of scientific mission at universities.

This study investigated the impact of manager's leadership style on employee's creativity in Metal Industries in Kaveh Industrial City. The research population included 4700 employees involved in metal industries in Kaveh industrial city out of which 355 people were considered as sample by using Cochran formula and sampling method of rational random classification. A questionnaire was used for gathering data. Then, Structural Equation Modeling (SEM) procedure was for analyzing our conceptual model with SMART PLS 2.0 in the following two sections of SEM: measurement model and structural model. In the first section, technical features of questionnaire were investigated, using index reliability, convergent validity and discriminate validity. In second section, structural coefficients were used to investigate our hypotheses. The results indicated a positive and significant impact of leadership style on employees’ creativity.

The purpose of this study is to survey the relationships between leadership styles، organizational health and bullying in Islamic Republic of Iran Railway Company. This study is conducted on 235 non-managerial employees who were working in three departments of Iran Railway Company in May 2012. For this purpose used stratified random sampling method and data being gathered via questionnaire. The design of this study in relation to its target categorized as applied research، according to its nature is a descriptive survey research and from the perspective of the relationships between variables is a correlation research and for this purpose used structural equation modeling (SEM). The results showed significant relationship between leadership styles، organizational health and workplace bullying. The main recommendation of this study is to suggest the effective leadership behaviours to induce appropriate leadership style to have a healthy organization and thus prevent workplace bullying.

In terms of objective, the current study is descriptive and regarding function, it is an applied research. The article aims to investigate the relationship between leadership style and organizational climate with citizenship behavior with regard to the required function of organizational climate among the employees of general offices at Ardebil province. Given the broad scatteredness of population, cluster type sampling method has been used. Volume sample has been estimated through Kukran 378. After data collection through questionnaire, for analyzing the research model and confirming its totality and for analyzing linear relationships between explicit and implicit variables, structural equations procedure has been used; factor analysis has been utilized for analyzing hypothetical relations. Also to rank each of the research variables, Freedman’s analysis of variance has been used. The results suggest that there is a signification relationship between organization climates with organizational citizenship behavior.