Allameh Tabataba’i UniversityEducational Leadership Research3115-94273920160922Effect of Authentic leadership on the agility of human resources in educationEffect of Authentic leadership on the agility of human resources in education125890510.22054/jrlat.2018.10088.1170FAMortezaBadri0000-0003-2367-7148Journal Article20160407The present study aims to assess Effect of Authentic leadership on the agility of human resources in education. Research method was descriptive, correlational and Regression.” Employees Education Ghochan city “was selected as the statistical population. For this purpose, a group 95 employees of the Department of Education staff were chosen randomly as the sample. To evaluate the employee perceptions of authentic leadership, was used a standard questionnaire Elio and Valvmba(2007), And to measure and evaluate human resource agility used a Sharifi and Zhang standard questionnaire(1999). reliability of the instrument for respectively questionnaire was 91/0 and 89/0 By Cronbach's alpha. The data were also analyzed by the correlation test, multiple regression, and T-test. The results showed that. Leadership component of the authentic Except for Balanced processing in employee education Higher than the population. About agility human resources is not a significant difference. The leadership component 49% of ability to predict the organization's agility, the remaining 51 percent is related to other factors. Also according to the values obtained from the test t, sub-scale Balanced processing with 76/0 = β have a significant impact on the agility. .The present study aims to assess Effect of Authentic leadership on the agility of human resources in education. Research method was descriptive, correlational and Regression.” Employees Education Ghochan city “was selected as the statistical population. For this purpose, a group 95 employees of the Department of Education staff were chosen randomly as the sample. To evaluate the employee perceptions of authentic leadership, was used a standard questionnaire Elio and Valvmba(2007), And to measure and evaluate human resource agility used a Sharifi and Zhang standard questionnaire(1999). reliability of the instrument for respectively questionnaire was 91/0 and 89/0 By Cronbach's alpha. The data were also analyzed by the correlation test, multiple regression, and T-test. The results showed that. Leadership component of the authentic Except for Balanced processing in employee education Higher than the population. About agility human resources is not a significant difference. The leadership component 49% of ability to predict the organization's agility, the remaining 51 percent is related to other factors. Also according to the values obtained from the test t, sub-scale Balanced processing with 76/0 = β have a significant impact on the agility. .https://jrlat.atu.ac.ir/article_8905_7bcbf838aad2d6d4f975380ee45ef8d8.pdfAllameh Tabataba’i UniversityEducational Leadership Research3115-94273920160922The Effect of Perceived Empowering Leader Behaviors on Employee Voice in Technical and Vocational Training Organization of Guilan ProvinceThe Effect of Perceived Empowering Leader Behaviors on Employee Voice in Technical and Vocational Training Organization of Guilan Province2744890610.22054/jrlat.2018.14922.1230FAMohammad SadeghHassanzadehRaziehBagherzadeh KhodashahriEhsanEkradi0000-0002-5954-0859Journal Article20160927This study aims to investigate the effects of perceived empowering leader behaviors on employee voice.The aim of the current research is practical and the data collection method is descriptive and correlational which has been gathered by the questionnaires (“the employee voice” questionnaire of Van Dyne and LePine and “empowering leadership” questionnaire of Arnold et al.,)and survey required data. The research included all employees in Technical and Vocational Training Organization of Guilan province, 459 employees were considered as statistical population and 210 people were chosen as sample by simple classified sampling method (Quota) and Corcoran formula. face validity of the questionnaire, convergent validity and reliability was confirmed. The statistical research results have been studied using Smart PLS2 and SPSS 20. The research findings indicate that perceived empowering leader behaviors has a significant impact on employee voice(498/0 β= )) 96/1 (t> .Moreover, participative decision making and coaching dimensions of empowering leader behaviors have a significant impact(399/0β=) و(753/0 β=) on employee voice but informing dimension of empowering leader behaviors don’t have a significant impact(96/1>t>96/1- ) on employee voice.This study aims to investigate the effects of perceived empowering leader behaviors on employee voice.The aim of the current research is practical and the data collection method is descriptive and correlational which has been gathered by the questionnaires (“the employee voice” questionnaire of Van Dyne and LePine and “empowering leadership” questionnaire of Arnold et al.,)and survey required data. The research included all employees in Technical and Vocational Training Organization of Guilan province, 459 employees were considered as statistical population and 210 people were chosen as sample by simple classified sampling method (Quota) and Corcoran formula. face validity of the questionnaire, convergent validity and reliability was confirmed. The statistical research results have been studied using Smart PLS2 and SPSS 20. The research findings indicate that perceived empowering leader behaviors has a significant impact on employee voice(498/0 β= )) 96/1 (t> .Moreover, participative decision making and coaching dimensions of empowering leader behaviors have a significant impact(399/0β=) و(753/0 β=) on employee voice but informing dimension of empowering leader behaviors don’t have a significant impact(96/1>t>96/1- ) on employee voice.https://jrlat.atu.ac.ir/article_8906_41d6c2482cdf34113f998e9df192e148.pdfAllameh Tabataba’i UniversityEducational Leadership Research3115-94273920160922The relationship between transformative leadership and self efficacy of faculty members
K.N.T.UThe relationship between transformative leadership and self efficacy of faculty members
K.N.T.U4559890710.22054/jrlat.2018.26228.1328FAAsgharZamaniHead of Department of Higher Education Management Studies, Institute for Research and planning in Higher Education.MahtabPouratashiAssistant Professor, Institute for Research and Planning in Higher Education.Journal Article20171022The relationship between transformative leadership and self efficacy of faculty members K.N.T.U.<br /><br /><br />Abstract:<br />The aim of this study was to investigate the relationship between transformational leadership style and self-efficacy of K.N.T. University faculty members. the research method was correlation .the statistical population included all faculty members of K.N.T University (N= 304). 170 faculty members were selected, using Kerjesi and Morgan Table. For sampling, random sampling method was used. A questionnaire was used for data collection of faculty members. Its validity confirmed by views of faculty members and its reliability confirmed by conduction Cronbach's alpha. Data were analyzed using SPSS and test such as Pearson correlation coefficient and multiple regression analysis were conducted. Results showed that there were significant correlations between components of transformational leadership style (idealized influence, inspirational motivation, intellectual stimulation and individualized consideration) with self-efficacy of faculty members. regression analysis showed that among predictive variables, idealized influence had the most role in predicting self-efficacy of faculty members.<br />Keywords: Transformational Leadership, self efficacy, idealized influence, intellectual stimulation, inspirational motivation, personal considerationsThe relationship between transformative leadership and self efficacy of faculty members K.N.T.U.<br /><br /><br />Abstract:<br />The aim of this study was to investigate the relationship between transformational leadership style and self-efficacy of K.N.T. University faculty members. the research method was correlation .the statistical population included all faculty members of K.N.T University (N= 304). 170 faculty members were selected, using Kerjesi and Morgan Table. For sampling, random sampling method was used. A questionnaire was used for data collection of faculty members. Its validity confirmed by views of faculty members and its reliability confirmed by conduction Cronbach's alpha. Data were analyzed using SPSS and test such as Pearson correlation coefficient and multiple regression analysis were conducted. Results showed that there were significant correlations between components of transformational leadership style (idealized influence, inspirational motivation, intellectual stimulation and individualized consideration) with self-efficacy of faculty members. regression analysis showed that among predictive variables, idealized influence had the most role in predicting self-efficacy of faculty members.<br />Keywords: Transformational Leadership, self efficacy, idealized influence, intellectual stimulation, inspirational motivation, personal considerationshttps://jrlat.atu.ac.ir/article_8907_bac4cbb6173335e862a1b3df635ee3ba.pdfAllameh Tabataba’i UniversityEducational Leadership Research3115-94273920160922the Mediation Role of Perceived Social Value Between Perceived Transformational leadership and Job Commitment in Guilan Technical & Vocational Organization.the Mediation Role of Perceived Social Value Between Perceived Transformational leadership and Job Commitment in Guilan Technical & Vocational Organization.6182890810.22054/jrlat.2018.16584.1249FAJournal Article20161122The purpose of this study is to Investigation the Mediation Role of perceived Social Value Between perceived Transformational leadership and Job Commitment in Guilan Technical & Vocational Organization. Methodology of research is operational and according to the manner it is descriptive and correlation research and data gathered by means of inventories and survey research method. All employees in Guilan Technical & Vocational Organization (N=459) selected as statistical universe, and a group of 231 people determined as sample by simple stratified sampling (Quota) and Cochran formula. The results of statistical data were studied using Smart PLS 2 software. The findings shows perceived Transformational leadership has positive effects on perceived Social Value. Also, the Social Value has positive effects on Job Commitment. Also, The findings shows perceived Transformational leadership has positive effects on Job Commitment. So, social value has a partial mediator role in significant impression of transformational leadership to job commitment. according to the approved the mediation role of perceived social value between perceived transformational leadership and job commitment, administrators should trying to bring development in line with the transformational management system. also, trying to grow and improve common social values within the organization. pay attention to issues such as joint meetings between managers and employees, seminar and meetings can have an important role in changing the attitude of staff. this makes them aware of the policies of the organization change and improve their social values, reponsibility and participation and increasing their job commitment.The purpose of this study is to Investigation the Mediation Role of perceived Social Value Between perceived Transformational leadership and Job Commitment in Guilan Technical & Vocational Organization. Methodology of research is operational and according to the manner it is descriptive and correlation research and data gathered by means of inventories and survey research method. All employees in Guilan Technical & Vocational Organization (N=459) selected as statistical universe, and a group of 231 people determined as sample by simple stratified sampling (Quota) and Cochran formula. The results of statistical data were studied using Smart PLS 2 software. The findings shows perceived Transformational leadership has positive effects on perceived Social Value. Also, the Social Value has positive effects on Job Commitment. Also, The findings shows perceived Transformational leadership has positive effects on Job Commitment. So, social value has a partial mediator role in significant impression of transformational leadership to job commitment. according to the approved the mediation role of perceived social value between perceived transformational leadership and job commitment, administrators should trying to bring development in line with the transformational management system. also, trying to grow and improve common social values within the organization. pay attention to issues such as joint meetings between managers and employees, seminar and meetings can have an important role in changing the attitude of staff. this makes them aware of the policies of the organization change and improve their social values, reponsibility and participation and increasing their job commitment.https://jrlat.atu.ac.ir/article_8908_161fd33f67dbfd29138ce3f165d5e5dd.pdfAllameh Tabataba’i UniversityEducational Leadership Research3115-94273920160922Theorizing about accreditation optimal model of higher education system in Iran based on of grounded theoryTheorizing about accreditation optimal model of higher education system in Iran based on of grounded theory83125890410.22054/jrlat.2018.8107.1151FAMohammadMojtabazadehssistant Professor of Management and Administration Science, Faculty of Humanities, Khodabandeh Branch, Islamic Azad University, Khodabandeh, Iran0000-0003-3664-1339Journal Article20151229This study aimed to identify factors affecting the model of accreditation and quality assurance of higher education in Iran. the study was conducted using qualitative research through grounded theory. the study population had higher education experts, which 36 persons by purposive sampling for semi-structured interview were selected. in addition to interview, 3 other sources were used to collect data, which are, observing, taking notes and documents. for this purpose, data obtained from interviews, observations, notes and documents were converted into text data. after that, we act the first to open coding, then, to have axial and selective action. in axial coding stage, 25 core categories were determined. in selective coding stage, all major categories and core categories in terms of condition, interactive / process and outcome characteristics was classified. in the end, category of quality discourse, fear and hope, as the most original and the most ultimate core category select and according to its features were developed. then, related made other categories in the form of a paradigm model with the this category.This study aimed to identify factors affecting the model of accreditation and quality assurance of higher education in Iran. the study was conducted using qualitative research through grounded theory. the study population had higher education experts, which 36 persons by purposive sampling for semi-structured interview were selected. in addition to interview, 3 other sources were used to collect data, which are, observing, taking notes and documents. for this purpose, data obtained from interviews, observations, notes and documents were converted into text data. after that, we act the first to open coding, then, to have axial and selective action. in axial coding stage, 25 core categories were determined. in selective coding stage, all major categories and core categories in terms of condition, interactive / process and outcome characteristics was classified. in the end, category of quality discourse, fear and hope, as the most original and the most ultimate core category select and according to its features were developed. then, related made other categories in the form of a paradigm model with the this category.https://jrlat.atu.ac.ir/article_8904_d98d76e2b5ba72023414d98e75403e79.pdfAllameh Tabataba’i UniversityEducational Leadership Research3115-94273920160922The Relationship between Organizational Culture and Change Management in the Public Offices of KarajThe Relationship between Organizational Culture and Change Management in the Public Offices of Karaj127147890910.22054/jrlat.2018.16738.1255FAJournal Article20161127این تحقیق به بررسی رابطه بین فرهنگ سازمانی با مدیریت تغییر ادارات دولتی شهر کرج پرداخته است. حجم جامعهAbstract آماری در این پژوهش 552 نفر میباشد که با استفاده از روش نمونه گیری خوشهای، نمونهای به حجم 120 نفر از کارکنان صفی و ستادی انتخاب شدند. ابزار مورد استفاده در این پژوهش شامل پرسشنامه فرهنگ سازمانی دنیسون با ضریب پایانی 87% و پرسشنامه مدیریت تغییر با ضریب پایایی 91% که از طریق ضریب آلفای کرونباخ بدست آمده است، میباشد. در این پژوهش متغییر پیش بین فرهنگ سازمانی و ملاک مدیریت تغییر میباشد. روشهای آماری مورد استفاده در این پژوهش شامل کروسکال والیس، u من ویتنی، همبستگی پیرسون و فریدمن میباشد. نتایج حاصل از این پژوهش نشان دهنده رابطه مثبت و معنادار بین فرهنگ سازمانی و مدیریت تغییر با ضریب همبستگی 72% و در سطح معنی داری 1% میباشد. بنی انواع چهار گانه فرهنگ سازمانی شامل: مشارکتی، ثبات و یکپارچگی، انعطاف پذیری و ماموریتی با مدیریت تغییر رابطه معناداری وجود دارد. فرهنگ ماموریتی با بیشترین ضریب همبستگی یعنی 69% رابطه با مدیریت تغییر را نشان میدهد یافتههای جانبی به دست آمده در این پژوهش نیز حاکی از آن است که میان ادراکات کارکنان از لحاظ جنسیت و تحصیلات از فرهنگ سازمانی و مدیریت تغییر، تفاوت معناداری وجود نداردAbstractاین تحقیق به بررسی رابطه بین فرهنگ سازمانی با مدیریت تغییر ادارات دولتی شهر کرج پرداخته است. حجم جامعهAbstract آماری در این پژوهش 552 نفر میباشد که با استفاده از روش نمونه گیری خوشهای، نمونهای به حجم 120 نفر از کارکنان صفی و ستادی انتخاب شدند. ابزار مورد استفاده در این پژوهش شامل پرسشنامه فرهنگ سازمانی دنیسون با ضریب پایانی 87% و پرسشنامه مدیریت تغییر با ضریب پایایی 91% که از طریق ضریب آلفای کرونباخ بدست آمده است، میباشد. در این پژوهش متغییر پیش بین فرهنگ سازمانی و ملاک مدیریت تغییر میباشد. روشهای آماری مورد استفاده در این پژوهش شامل کروسکال والیس، u من ویتنی، همبستگی پیرسون و فریدمن میباشد. نتایج حاصل از این پژوهش نشان دهنده رابطه مثبت و معنادار بین فرهنگ سازمانی و مدیریت تغییر با ضریب همبستگی 72% و در سطح معنی داری 1% میباشد. بنی انواع چهار گانه فرهنگ سازمانی شامل: مشارکتی، ثبات و یکپارچگی، انعطاف پذیری و ماموریتی با مدیریت تغییر رابطه معناداری وجود دارد. فرهنگ ماموریتی با بیشترین ضریب همبستگی یعنی 69% رابطه با مدیریت تغییر را نشان میدهد یافتههای جانبی به دست آمده در این پژوهش نیز حاکی از آن است که میان ادراکات کارکنان از لحاظ جنسیت و تحصیلات از فرهنگ سازمانی و مدیریت تغییر، تفاوت معناداری وجود نداردAbstracthttps://jrlat.atu.ac.ir/article_8909_cc598895a76714dff4c34b2361569b37.pdf