The leadership development (LD) is one of the main issues in organizations, and without having the necessary skills and trying to strengthen them in the long term, one cannot expect to progress and achieve goals. In pioneering organizations, LD is considered as an enabling and important capacity. Thus, the aim of this research is to present the LD framework in Melli Bank.

This research is practical and qualitative. In this research, the collected data are analyzed using multi grounded theory approach. Research participants include 20 experts and senior managers of Melli Bank, and university professors who were selected through theoretical sampling method.

The main phenomenon of LD has two categories: individual LD (human capital) and collective LD (social capital). Also, factors affecting the LD include external and internal organizational factors as well as individual and collective strategies. The context of LD includes political, social, economic, environmental factors, instability and risk, and management systems. LD enablers include the categories of macro-policy, management development, coordination and coherence, provision of resources and management of service operations. The functions of LD include individual, organizational, and extra-organizational growth.

Leadership development is considered as a multidimensional process that requires a person's knowledge and the environment, development of communication skills, and effective interactions with group members. The development of collective leadership is the main result of this research and it means strengthening and expanding the skills, characteristics, and strengths related to a team.

The purpose of this study was to help the field of leadership by providing a framework for forgiveness-based leadership in teaching hospitals in Sari. The exploratory mixed research approach was used to conduct the research. The research community in the qualitative sector includes all experts and managers who are present in one of the areas of management of the health network and hospitals in Sari; Twenty experts were interviewed using purposive sampling. The statistical population in the quantitative study was all managers and staff of hospitals in Sari that 206 people participated in this study as a sample. The research tools were semi-structured interviews and questionnaires. The results showed that leadership behaviors, development of Islamic moral values, development of leadership and development of leadership and management skills are considered as reasons that play an active role in forgiveness-based leadership in the hospital. Also, the consequences of forgiveness-based leadership for the hospital are: 1- Organizational "leadership development, competitiveness and innovation, organizational maturity, organizational trust, justice and ethics". And 2- individual "employee satisfaction and peace, employee loyalty, moral virtues, altruism, motivation and personal development and self-fulfillment".

Ethical leadership is one of the most effective leadership styles recognized in organizations as a successful approach to performance management. Examining the process of ethical leadership at different levels in order to enhance performance management in Bank Melli Iran can lead to significant improvements in employee and organizational performance. The aim of this research is to investigate the process of ethical leadership at different levels in relation to performance management in Bank Melli Iran. The research method used is a mixed (qualitative-quantitative) method, where theoretical sampling was used in the qualitative stage and reached theoretical saturation. The obtained indicators from non-probability random sampling method were analyzed using Maxqda20 and Spss26 software. The findings of the research indicate the influence of seven dimensions: internal factors, leadership characteristics, performance management, structure, experience and training, innovation, and strategies in Bank Melli Iran. These factors demonstrate the effectiveness of developing ethical leadership at individual and organizational levels in Bank Melli Iran, and each factor has been confirmed with a 95% confidence level.

The success of the organization in achieving the goals depends on how management practices and effective managerial leadership styles. Organizations of all sizes need effective leadership to survive, and organizations with effective leaders tend to innovate, respond to changes in markets and environments, respond creatively to challenges, and maintain high performance. On the other hand, the lack of effective leadership has a significant impact on the organization's ability to implement and consolidate strategic initiatives. The main purpose of this study is to identify the organizational factors affecting the development of effective leadership that are presented in the form of a structural-interpretive model. In this research, first by reviewing the research literature and also using content analysis, the main factors affecting the development of effective leadership were identified and in the next step, structural-interpretive modeling of relationships between elements was analyzed. The results showed that a total of 5 identified elements are located at three levels and interact with each other. At the primary level and the highest level of perceptual skills, at the second level three factors; Organizational strategic management, environmental analysis and organizational structure are also targeted at the third level.

One of the best ways for organizations to grow today is to develop their leaders (Hsu et al., 2017). Numerous studies have identified leadership development as a vital and strategic approach to the survival of organizations in a changing world. There is strong evidence that leadership development programs affect the knowledge, attitude, and behavior of managers. Leadership development programs typically develop a variety of relatively related abilities or skills, such as cognitive, interpersonal, business, and strategic skills (Shaw et al., 2017). Leadership development is an important aspect of organizational development and learning. On a global scale, leadership development is a multibillion-dollar industry. While the issue of leadership has been extensively studied and researched over the last half century, little attention has been paid to the development of leadership. In fact, researchers generally do not see the necessary difference between leadership and leadership development, and these two issues are sometimes considered synonymous (Maya, 2014). As a result, having a coherent scientific model and framework for developing effective leadership. In order to adapt the leadership approach to the requirements based on facing the internal and external challenges of the organization (as mentioned above) as well as purposeful and systematic training of employees capable of suitable leadership tenure, there is a great need. In a large part of the history of research related to leadership development, this category is considered as a strategic, important and necessary thing for organizations, which is increasing in importance day by day and is based on the claim that organizations that seek survival and success in business environment They are chaotic and highly competitive today, they have to develop leadership at all levels. A leader cannot be nurtured by education alone. Developmental tasks will not be successful in training leaders without coaching and career planning. Practical and experiential learning will not be very useful if they are not in line with the strategic missions of the organization. On the other hand, the successful implementation of leadership development programs largely depends on the effort, support, commitment and active participation of middle managers, the main management team and the CEO of companies. Therefore, in the present study, after a comprehensive review of the theoretical foundations of the subject and reviewing all existing models in the field of leadership development in organizations, we seek to design a model that is appropriate and appropriate to internal and external requirements in the context of globalization and related crises. Regarding the importance and role of leadership development programs, it should be noted that it is difficult to limit it to a few definitions. One of the most frequently seen topics in the day-to-day content is that financial and capital management tools have been the focus of managers for almost 50 years for sustainable advantage and growth, but recent economic crises have warned managers of this. Focusing on financial metrics is not as efficient as it used to be to achieve a lasting advantage, and the only option left is to focus on managing talent and human capital. A significant portion of the speakers at the 6th Peter Drucker World Memorial Forum believe that the most important change that will affect managers in the coming years is the diminishing role of financial capital and the growing role of human capital. Obviously, these developments will highlight the status and importance of talent development and leadership development programs. Case study This research has been conducted among the senior managers of the Refah Bank of the country. The managers selected for the present study all have a history of leadership in senior positions in the Refah Bank and have experience in the subject under study.

The present study is a combined (qualitative-quantitative) research that has an inductive approach. It is also descriptive-survey in nature and method. Library method was used to collect information in the field of research literature and its background. Content analysis has been used to gather the factors affecting the development of effective leadership. A questionnaire was used to identify the cause and effect relationships between the identified factors. The researcher-made questionnaire was provided to the senior managers of the Refah Bank to determine the cause and effect relationships between the identified components.

The results of the present study are consistent with the results of some previous studies. One of them is Moradi's research (2014). In this research, Moradi has shown that goal setting and skills are the main characteristics of effective leaders. Zare (2016) has also shown in his research that; Strategic goal setting, capabilities, environmental knowledge are the main factors in leadership development. Afjeh et al. (2014) have also shown that; Ethical character and empowering factors are the main variables influencing the development of effective leadership. Robert Holmberg et al. (2016) also showed in their study that; Analytical thinking, environmental analysis and resolving organizational conflicts are the most important factors in leadership development. Balico (2017) has also shown in a study that; Four levels of individual, intergroup, structural and extra-organizational are effective in the development of leadership and planners should consider several factors in these four dimensions.

In the qualitative part of the research, the factors affecting the development of effective leadership were identified using content analysis. 33 factors were identified in the qualitative section, which after coding these factors were placed in a total of 5 categories (main factor). The 5 main factors after performing the steps of ISM technique were in three levels. In the first and highest level, the variable of perceptual skills was placed, in other words, the perceptual skills of managers are the main variable in the effective leadership development model. In the second level of the model, three variables; There is strategic management, environmental analysis and organizational structure, and at the third or basic level, the targeting variable was also placed.

Effective leadership is one of the most effective strategies for attracting and retaining talent and ensuring competitive advantage in the long term. The main issue that the researcher pursues in this research This is to what extent the system of development and improvement of human resources in medical science university of Mazandaran makes it possible to develop leadership, at the individual and system level? The research is applied in terms of purpose and is a survey in terms of nature and descriptive method. The statistical population included the staff of medical science university of Mazandaran who were selected from 265 people by stratified random sampling method. Library method and researcher-made questionnaire were used to collect information, The validity of the questions was evaluated and confirmed using the CVR criterion. Cronbach's alpha was used to determine the reliability of the questionnaire, the value of which was 0.8. One-sample t-test was used to analyze the data. The evaluation results showed that the human resources development and improvement system of medical science university of Mazandaran provides the possibility of developing the leadership process at the individual level. At the system level, in terms of organizational learning and appropriate network conditions, But in the dimension of shared leadership, it is not possible to develop leadership. It also takes the necessary measures to improve individual and system level interactions, stress management and system adaptation to complex conditions. On the other hand, it also provides the necessary facilitators for the development of leadership

Organizational rejuvenation as a strategic entrepreneurial phenomenon is an old but almost unknown concept. In this research, a systematic review based on bibliometric method has been performed. A total of 1004 selected articles (out of 61385 articles) obtained from Scopus and WOS scientific databases in the field of organizational rejuvenation and related scientific fields (Such as Business Turnaround, organizational Revitalization, Restructuring, Business Process Reengineering) have been used. These articles have been analyzed by Co-occurrence and Co-citation techniques using VOSviewer software. Based on the results of the Co-occurrence technique, seven clusters were identified as dimensions of the concept of organizational rejuvenation: 1-Development of organizational capabilities 2- Business Process Improvement 3-Organizational restructuring 4-Business turnaround strategies 5-Entrepreneurial leadership development 6-Innovation 7-Business rebranding. The last four dimensions of which are part of the theoretical contribution of this research. Also, based on the results of the co-citation technique, 8 clusters of authors (as a scientific community) were identified and practically three dimensions of the new dimensions of organizational rejuvenation concept(Business turnaround strategies, Entrepreneurial leadership development, and Business rebranding) can be seen in the results of both techniques. According to the proposed systematic model, businesses can achieve competitive advantage by responding to environmental uncertainty, to maintain a competitive position, or to address issues of declining performance by aligning the seven clusters of organizational rejuvenation. Finally, at the end of the article, a number of research gaps are suggested for future research.

This study has been conducted with the aim of investigating the relationship between the transformational leadership and organizational innovation in I.R.I Preventive Police Organization. The statistical population of the study was all of the preventive police senior officers in Tehran. The sampling method was simple sampling and the sample size was 55 members of the statistical population. In order to investigate the validity and reliability, the Cronbach Alpha Confirmatory Factor Analysis (CFA) was used. The research tool was questionnaire. The findings, in 99% of confidence, indicate that the development of transformational leadership and all of its components, i.e., the ideal influence of leader, creating mental persuasion and inspiration motive, and individual considerations of leader lead to the innovation growth and development in the organization. The results showed that except the effect of transformational leadership on staffs’ empowerment, the other components were not confirmed in the confidence level and the main result obtained from the study shows the effect of transformational leadership style on organizational innovation in I.R.I Preventive Police Organization.

The present study was conducted with the aim of designing an engaging leadership model for knowledge-based companies using a qualitative method of the grounded theory method. The data of this research was derived from in-depth and semi-structured interviews with 16 subject matter experts in the field of knowledge-based companies in the country, which was based on purposeful sampling dependent on the selection criteria and continued until reaching theoretical saturation. The validity of the research data was checked and confirmed by returning results to participants and external auditors. Data analysis was done based on the Strauss and Corbin model in the form of open, axial and selective coding in Atlas TI8 software. The results showed that the engaging leadership model for knowledge-based companies includes causal factors (requirements of knowledge-based companies, environmental requirements, intra-organizational challenges), intervenors (organizational tensions, leadership skills), contextual (innovative network space) , the level of group motivations, individual motivations) strategies (human strengthening, culture building, excitement) and consequences (strengthening of individual powers, development of social capacities, collective action capabilities, development of active leadership).

The purpose of this study was to design a model for spiritual leadership in secondary education principals in Tehran. The research method was qualitative. In this study, qualitative method was applied in grounded theory and quantitative structural equation modeling the research method was qualitative. The research community in the qualitative section consisted of professors, specialists and experts in this field. The number of samples in the qualitative section that was purposefully selected, 15 professors, specialists and experts. The research tools were semi-structured interview. Analysis of collected data, in the qualitative part by grounded theory method and through coding (open, axial and selective) using MAXQDA software was done. The results showed that ten components are involved in explaining the model for spiritual leadership in the secondary education principals of Tehran, which are: love component to altruism, faith component, sincerity, resurrection, trust , vision , organizational , Organizational membership , performance feedback , and finally content literacy (job attractiveness). The findings also showed that; Indicates the proper fit of the model.Keywords: Spiritual Leadership, Secondary School Managers, Education principals in Tehran Introduction Today, education is the basis of development in all socio-cultural, economic and political fields in most countries, it is considered as the growth industry and after the defense field, most of the government's budget belongs to it. Schools, as a social system, have a special and sensitive place in society and will be able to perform their duties and functions in the best possible way if healthy, active and dynamic organizations (Karimi & Sheshpari, 2012).By analyzing the organizational literature, we are faced with the fundamental issues affecting it. One of these categories is leadership, which several theorists have examined from different angles (Malik, 2020).Most scholars believe that the survival and preservation of organizations and institutions in today's world depends on their ability to respond to changes. In other words, maintaining and promoting organizations in the future depends on the development of effective leadership skills at all levels of the organization (Copland, 2013). According to Heck and Hollinger (1998), there has been intense interest in studying the leadership of the organization and its effects. They believe that the study and recognition of organizational leadership should come from a different philosophical and methodological system (Onamusi, 2020). The success of any organization depends on the ability, experience and capabilities of its leader. The impact of leadership on subordinates is very important in terms of direct and formal communication. This effect can be considered in various aspects such as training, performance evaluation and strategic planning of employees (saadatTalab et al, 2020). Some consider leadership as the process of impressing others to achieve desirable organizational goals. Leadership from the perspective of some experts is so important that the success of each manager in his or her ency in guiding and leading the organization's staff (Rahimzadeh Kalaleh et al, 2021).Nowadays, organizations are faced with dramatic changes that other traditional leadership models are not responsive to the new needs and requirements of organizations and we need new models of leadership in organizations (Joudi & Rezaei, 2015). One of the new leadership models is spiritual leadership. Spiritual leadership is related to values, beliefs, beliefs, thoughts, understanding, valuation and thrusm in society. And he pays attention to the basic needs of the leader and the follower for spiritual survival in order to provide the environment for the success and victory of the organization. And as a result, it leads to personal outcomes, such as increased physical and mental health. To have a more committed and productive organization (Ghasemi et al, 2014). Today, along with other theories and partly in line with the transformational approach, the theory of spiritual leadership (based on spirituality) has been proposed. Stressed the importance of spirituality's impact on leadership by suggesting that future leaders should not only be equipped with new knowledge and skills but should also be able to demonstrate a high level of emotional and spiritual wisdom and maturity (Yusof & Mohamad, 2014).Today, spiritual leadership includes leadership service models, employee participation and trust in them. By stimulating feelings for themselves and the organization, the spiritual leader makes employees interested in their activities and motivates employees to their job duties, understand the true meaning of their work and care for their jobs (Ziaei et al., 2008). Also, spiritual leaders increase organizational capabilities, organizational commitment, welfare and health and employee productivity by creating shared values, beliefs and perspectives among employees (Kafashu & Zameni, 2018). Also, the spiritual leader, with his specific characteristics and influence on the employees of the organization, creates a special vision of the future of the organization in the minds of the employees that they are optimistic about the realization of the organization's vision and the future of the organization; Therefore, the intrinsic motivation of employees to try more and achieve organizational goals increases. On the other hand, by promoting the love of altruism, employees pay special attention to each other and establish good relationships with other employees (Taghizadeh & Shokri, 2014).Therefore, considering the importance and special position of spiritual leadership in organizations, the purpose of this paper is to design a model for developing spiritual leadership of managers of secondary schools in Tehran.Theoretical Foundations Spiritual leader is a person who uses values, feelings, beliefs, beliefs and behaviors that motivate himself and others to preserve and create spiritual survival of employees. The spiritual leader performs these actions in two stages:1- While each of the leaders and followers of an organization feels that they have a meaningful and important job, the spiritual leader creates a common perspective.2- By establishing an organizational/social culture based on human values, the spiritual leader makes employees show a special interest in themselves and others, and they feel that others are also important and should be appreciated for their jobs (Copland, 2013). Spiritual leadership empowers individuals through the following components: - Organizational Perspective: The educational leader is skilled in simplifying the movement of the school in the form of vision and guiding values.- Love of altruism: A sense of unity, harmony and well-being that is created through attention, anxiousness and understanding of oneself and others.