فصلنامه مطالعات مدیریت (بهبود و تحول)
پیاپی 112 (تابستان 1403)

The aim of this research is to identify the effective factors on organizational leadership branding with the approach of employee experience management, which led to the design of a model in Iran's automotive research and development centers. This research was done in terms of purpose, application, discovery and qualitative method. To collect information from articles related to the topic and semi-structured interviews with managers of centers and to analyze the data, content analysis method was used. After descriptive and interpretive coding (King and Horrocks's perspective), the basic topics were classified and a proposed leadership branding model based on employee experience management was presented.The findings of the research show that in order to develop the leadership brand, we need to manage the experience of employees in the main system of the organization in the face of external stakeholders, employees and managers.Based on the obtained themes, for the development of the leadership brand, a positive experience should be formed in how to respond to the stakeholders, human resources management and the development of managers.Under these main themes, sub-themes were identified as points of contact between leadership and employee experience.

The importance of leadership on the one hand and the plurality of opinions in this field on the other hand increase the need to rethink and conduct research in this regard. The purpose of this exploratory research is to identify gaps in existing leadership theories and to present a new meta-theory to address these gaps. In this library research, we used meta-theory, which is one of the effective research methods for rethinking science. The statistical community is all the articles that investigated leadership theories. Sampling by judgmental method reached the number of 200 articles until theoretical saturation. In this research, we first categorized leadership theories based on the five paradigms of science and then identified theoretical gaps. Based on the research findings, the gaps in the organization's leadership theories go back to the material ontology that governs them, and the solution is to change the perspective towards the unificationist meta-theory and human knowledge in higher dimensions. We have presented our metatheoretical view based on unificationist theories of physics, because unificationist ontology, emphasizing the multiplicity of dimensions and the unity of forces in existence, considers the truth to be something beyond the material world.

In the last decade, world-class leadership as a new approach to improve the competitive advantage of organizations has attracted the attention of many researchers in different fields. Many articles have studied world-class leadership in organizational literature, especially strategic management and human resources. But so far, a comprehensive review of conceptual and empirical studies has not been done considering the basic characteristics and patterns of this competence and the factors affecting the effectiveness of global leadership. For this reason, in order to clarify the knowledge of this field - the competence of world-class leaders - its effectiveness and its role as an effective structure in the literature of management and organization, this research has comprehensively reviewed 68 conceptual and experimental studies from 2000 to 2022. It pursues two main goals: identifying different conceptualizations of competence of world-class leaders and factors affecting this concept in the field of management and organization. This descriptive study is a systematic literature review in terms of the implementation method. Identifying the concepts of "world-level leadership behaviors", "world-level leadership duties", "world-level leadership relationships", "world-level leadership style" and "external duties of world-level leadership" along with their dimensions are among the results of this research.

Digital transformation requires banks to move towards exploring new opportunities in addition to exploiting existing facilities. Therefore, banks seek to create organizational ambidexterity by forming alliances with organizations from different industries. The purpose of this article is to answer what type of alliance banks can form with different actors to lead to organizational ambidexterity. For this purpose, the initial conceptual model was formed by synthesizing the ambidexterity, the industrial similarity and the tie strength theories. Then, the code co-occurrence matrix was extracted from the content analysis of 115 empirical articles of alliance in the banking industry. The co-occurrence matrix was used to customize the conceptual model for banking industry in order to propose the type of alliance of the bank with other actors. The conceptual model shows that any type of alliance, based on industrial similarity of the actors with the banking industry, realizes some factors of exploration and exploitation in the form of trade-offs. Therefore, the decision to determine the appropriate type of alliance should be made according to the priority of exploration and exploitation factors based on industrial similarity of actors.

The aim of present study was to combine the results of quantitative researches in the field of employee-organization relationship. In this research, the structure of "employee-organization relationship" was considered as a variable with dimensions of satisfaction, trust, commitment and mutual control. The statistical population of the research was the studies indexed in the Scopus database in the period of 2014-2023. Using the defined protocol, finally 41 hypotheses from 26 studies were selected for the sample. Data extracted from selected studies were evaluated by meta-analysis method. By identifying the most important antecedents related to this structure, the effect size of each antecedents and their overall effect size were measured. According to research results, the antecedents of "employee-organization relationship" variable are respectively: symmetrical communication, transparent communication, communication satisfaction, empowering leadership, authentic leadership, and dialogic communication with strong effect size; organizational justice, communication authenticity, communication responsiveness, and transformational leadership with medium effect size; and the organization character construct with weak effect size. The overall effect size of all antecedents in the model of fixed effect size and random effect size is: 0.629 and 0.626 respectively, that shows the strong effect of the antecedents identified to create favorable employee-organization relationship in the organization.

The ongoing study seeks to assess the attitudes of Tehran Governorate employees regarding employee engagement and empowerment, utilizing the Hay-Group model. This research is characterized by its practical goal orientation and falls within the survey-analytical research framework. The study population comprises 350 employees of Tehran Governorate, with a stratified random sampling method employed to select a sample of 185 individuals, of which 173 ultimately participated. Data collection was conducted through a researcher-developed questionnaire based on the Hay-Group model, encompassing 49 items to measure employee engagement and empowerment dimensions. The questionnaire's validity was established through content validity, while its reliability was confirmed via Cronbach's alpha coefficient (0.85). Data analysis involved mean, standard deviation calculations, and binomial tests using SPSS software. Findings indicate that employee engagement and empowerment levels, along with all associated components within Tehran Governorate, are below desirable standards, reflecting a notably low organizational effectiveness. According to the Hay-Group model's effectiveness matrix, employees in deputy departments such as management and resource development, economic affairs coordination, civil, political, and social affairs coordination, as well as security and law enforcement, are categorized as anxious employees with limited capability and cohesion.

Green leadership is a new approach that has entered the field of human resource management with the importance of finding the environmental category in sustainable development. This issue mainly deals with the motivational and guiding aspects of human resources towards environmental care and the development of green culture, Based on this, the current research was conducted with the aim of identifying the themes of human resource management with a green leadership approach in the textile and leather industries of Baghdad with a qualitative strategy. The research method was thematic analysis . The data collection tool was a semi-structured and in-depth interview, which was analyzed using open and axial coding. The research community was (university expert professors related to the subject of human resources and green leadership, entrepreneurs and managers of the textile and leather industry in Baghdad), Returning to interviewees and external auditors was used for validation. The results showed that human resource management with a green leadership approach as a comprehensive theme includes 6 themes of effective communication, environmental skills, green organization, sustainable development, green leadership and green motivation with 37 components in the form of basic themes.