The effect of Action-centered team leadership on the development of team synergy by considering the mediating role of self-efficacy and organizational trustCase study: Employees of the General Department of Sports and Youth of Mazandaran Province

The aim of this study was to investigate the effect of Action-centered team leadership on the development of team synergy by considering the mediating role of self-efficacy and organizational trust of the staff of the General Department of Sports and Youth of Mazandaran Province. The type of descriptive research was correlation. The statistical population included all employees of the General Department of Sports and Youth of Mazandaran Province (139 people). The sampling method was census and finally the questions of 117 questionnaires were completed and returned correctly. In the research, the survey method and a questionnaire with five Likert options were used to collect background data. The data analysis algorithm was used to measure the effect of research variables by the partial least squares method, which included the measurement models and the fit of the structural model. Proper fit of both parts of the data algorithm indicated the desirability and acceptability of the questionnaires and the latent structure at the level of indicators and questions used. The research results showed a 95% confidence level; Action-centered team leadership has a positive and significant effect on the development of self-efficacy team synergy, organizational trust of employees. Organizational self-efficacy and trust also had a positive and significant effect on the development of team synergy. As a result we can say; Practice action-oriented team leadership, develop team synergy; self-efficacy and organizational trust of the staff of the General Department of Sports and Youth of Mazandaran Province will increase.