Empowering leadership is a style of leadership in which leaders can regulate and coordinate the distribution and exercise of power with subordinates to develop their independence and self-control. Empowering leaders motivate people to break passive mindsets, increase their responsibility, and be more accountable for the consequences of their actions. The purpose of this study is to design an interpretive structural model of empowering leadership antecedents in sports organizations. In this study, after studying the research literature and identifying the precedents of empowering leadership and including them in a semi-closed questionnaire based on the Likert scale, a questionnaire was distributed among 18 managers and experts of sports organizations in Kerman province. Snowballs were identified. According to the results obtained from the analysis of recent survey data, a total of 12 variables in 5 levels, the first level (leader trust in employees, leader relationship, self-efficacy, risk-taking and self-esteem), the second level (organizational climate), the third level (organizational structure, distance Power and avoidance of uncertainty), the fourth level (leader personality and desire for control) and the fifth level (gender) were identified as the precursors of empowering leadership.

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.

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

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

The purpose of the research was to investigate the role of visionary leadership and empowering leadership of school principals On Teacher's Change Tendencies by mediating role of teachers’ organizational learning and professional development. The research population was all the primary school teachers of Kurdistan province. Of those, 364 teachers were selected by proportional stratified random sampling based on the Cochran's Formula. The research method was a quantitative correlational study based on the covariance based structural equation modeling approach. To collect data, the empowering leadership questionnaire (Ahearn, Mathieu and Rapp, 2005); visionary leadership questionnaire (Kanger and Kanango, 1998); Organizational learning questionnaire (Garcia Morales et al., 2006); professional development questionnaire (Nova's, 2008) and tendency to change questionnaire (Dunham et al, 1989) were used. The reliability and validity of the questionnaires were evaluated by the Cronbach's alpha coefficients and confirmatory factor analysis. To analyze the data, structural equation modeling was used by Lisrel software. The results showed that: visionary and empowering leadership of school principals had a direct, positive and meaningful effect on teachers' organizational learning, teachers' professional development and teachers' change tendencies. They had also a positive and significant indirect effect on teachers' change tendencies through organizational learning and professional development. The variables of visionary and empowering leadership of school principals, teachers' organizational learning, and teachers' professional development were able to explain 0.13 of the variance of teachers' change tendencies.

Staff voices and their constructive protests are one of the most important factors affecting organizational change and act as the antidote to laziness. Although many factors, such as authoritarian leadership style and bureaucratic culture, promote organizational silence in most Iranian organizations, empowering leadership and spiritual capital in some Institutions, such as university, encourage constructive protests. The purpose of this study was to investigate the effect of empowering leadership on constructive voice of employee by considering the mediator variable of spiritual capital in the employee of Imam Khomeini Naval University of Noshahr. The present descriptive-exploratory research is applied in terms of purpose and is based on the deductive research and positivism paradigm in term of philosophy. The statistical population of the study was 588 employees of Imam Khomeini Naval University of Noshahr. Based on Morgan's table, a sample of 233 people was selected by stratified random sampling. In order to measure the variables of the research, the (Arnold et al’s, 2000) empowering leadership Questionnaire, (Liang et al’s, 2012), constructive voice Questionnaire and the (Mas-Machuca and Marimon’s, 2019) spiritual capital Questionnaire were used and Their reliability was confirmed by Cronbach's alpha. For data analysis, structural equations modeling and PLS software have been used. The results of the data analysis show the positive and significant effect of empowering leadership both directly and through spiritual capital on constructive voice of employees.

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

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

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

The aim of the research was to investigate the role of empowering leadership of school principals in the professional development of teachers through the mediation of organizational learning.

The research population was all the primary school teachers of Kurdistan province, and a sample of 364 teachers was selected from this population by proportional stratified random sampling based on the Cochran formula. The quantitative research method is correlation studies and covariance-oriented structural equation modeling approach.To collect data from the empowering leadership questionnaires of Ahearn, Mathieu and Rapp (2005); García Morales et al.'s organizational learning (2006) and Nova's professional development (2008) were used. The reliability and validity of the questionnaires were checked with Cronbach's alpha techniques and confirmatory factor analysis, structural equation modeling was used for data analysis using lisrel software.

The results showed that the empowering leadership of managers and organizational learning have a direct positive effect on the professional development of teachers at the level of 0.05; Empowering leadership of school principals through organizational learning has a positive indirect effect on teachers' professional development at the 0.05 level; Also, the empowering leadership of school administrators and organizational learning are able to explain 0.51 of the variance of teachers' professional development