seyed ali siadat

Organizational silence is a prevalent issue in contemporary organizations, and neglecting it can have negative consequences on individual, group, and organizational levels. This research aims to explore the lived experiences of faculty members and staff to identify the factors contributing to organizational silence at Iranian Farhangian University.

This research adopted a qualitative approach with a phenomenological method. The participants were faculty members at Farhangian University in the 9th region of eastern Iran. To identify the factors influencing organizational silence, a purposive sampling method with maximum variation was used, taking into account participants' educational backgrounds, personal experiences, and perceptions of organizational silence. The number of participants reached theoretical saturation with 16 individuals. The research instrument was a semi-structured interview. To ensure the reliability of the interviews, the Guba and Lincoln criteria (credibility, transferability, dependability, and confirmability) were applied. The inter-coder reliability was 86%, and confirmability was achieved through peer review. Data analysis was conducted using Smith's 6-step content analysis and coding process with Max.Q.DA software.

The interview analysis results were organized into three main categories: external organizational, internal organizational, and individual, with 11 main themes and 64 subthemes. In the external organizational category, the main themes are political and social factors. In the internal organizational category, the main themes include structural, communicative, managerial, human resources, supervisory, economic factors, and organizational climate. In the individual category, the main themes are knowledge and motivation. Upon further review, it was determined that the structural theme consists of organizational breadth, decision-making centralization, hierarchical structure, disregard for organizational values, and cumbersome rules and regulations. The communication theme includes external organizational interactions, one-way communication flow, visibility of a specific group, prevalence of informal relationships, use of social media within the university, and negative reactions to colleagues' comments. Several management issues were identified, including a lack of critical thinking among managers, failure to implement ideas, managers ignoring reality, lack of transparency in decision-making, authoritarian management, and intolerance for negative feedback. Gender discrimination in the delegation of authority, lack of promotion based on merit, lack of recruitment and employment based on openness and creativity, absence of a meritocracy, lack of appreciation for employees' efforts, and job insecurity were grouped under the human resources theme. The supervision and control theme revealed that securitization of the work environment, emphasis on employee control, university control processes, external regulatory bodies, and the silent punishment and marginalization of employees are significant factors. In the economic theme, the focus was on rewarding practical proposals, the prevailing economic conditions of individuals, and urgent economic needs such as salary increases and job security. Concerns about freedom of speech, compliance and obedience, poor quality of the work environment, lack of a supportive atmosphere, prevalence of a culture of indifference, and flattery and praise were raised in discussions of the organizational climate theme. In the individual category, the knowledge and motivation themes were explored. The knowledge theme encompasses several key issues: organizational knowledge insufficiency, low experience among administrative staff, attention to rumors instead of official information channels, lived experiences of the consequences of participation, and the inability to articulate issues. The motivation theme includes individual expectations, personal goals, perceived inability to effect change, psychological safety, work motivation, distrust, resilience, reduced self-confidence, learned helplessness, lack of belonging, suppression of voice, job insecurity, inability to voice concerns, work overload, and individual considerations such as expediency, position-taking, and vested interests.

Based on the research findings, the following recommendations can be made to reduce and prevent organizational silence at Farhangian University as a negative organizational behavior:Strengthening a robust organizational culture and creating a supportive, safe, and empathetic environment.Organizing empowerment workshops for faculty members and managers on the administrative system and familiarity with laws.Decentralizing the university and delegating more authority to provincial university managers.Establishing a suggestion system within the university.Formulating necessary economic regulations to encourage and motivate members.Eliminating discriminatory behaviors and utilizing the capacity of all individuals in proportion to their expertise and skills in university management.Emphasizing the holding of freethinking forums and trust-building initiatives for presenting opinions.Implementing a meritocracy system, merit-based selection, and merit-based appointments, especially in key positions within the university.

The aim of this study is to design a model for effective crisis management in organizations through organizational learning among selected organizations in the Isfahan chamber of crisis management. This study is applied –regarding its purpose, correlative –descriptive – regarding its type, cross- sectional survey- regarding its time of data gathering and it pursues mixed methods (qualitative- quantitative)- regarding the nature of data and research approach. The study’s statistical population in qualitative part includes some organizations in Isfahan chamber of crisis management which were selected by purposive sampling. The statistical population consists of 153 expert people in crisis management were located in the Isfahan chamber of crisis management, who were selected based on snowball technique. In the qualitative part, the interviews were analyzed by thematic method. In the quantitative part, a researcher- made questionnaire was compiled by the results of the qualitative part and this questionnaire was used to collect respondent’s opinions. The content validity was confirmed by subject matter experts' opinions. The questionnaire’s reliability was assessed by Cronbach’s alpha coefficient. Total Cronbach’s alpha coefficient was 0.961. Cronbach's alpha coefficient for the variables of the crisis phase and post-crisis phases was 0.700 and 0.856, respectively. To analyze the data from the quantitative part, the exploratory factor analysis approach using the principal component analysis (PCA) method has been used.

The aim of this study was to present decentralization strategies in the Iranian education system by identifying weaknesses, strengths, opportunities and threats to decentralization through "SWOT" matrix. Preliminary data for identifying internal and external factors influencing the way education is administered were obtained through semi-structured interviews with 25 experts and senior and middle managers of education. Analysis of the interview transcripts led to the emergence of sixteen internal factors and eighteen external factors. Results were sent to the participants for validation and rating. The sum of the final weighting coefficients in both internal and external domains shows that the current status of education and its strategies are not effective enough to reduce weaknesses and threats or exploit strengths and opportunities. Comparison of factors in the analytical matrix led to the emergence of thirteen strategies in competitive, aggressive, defensive and conservative domains. These strategies can use opportunities and strengths to control threats and weaknesses and facilitate the effective implementation of decentralization schemes.

Iran enjoys diverse climates, economic and social conditions and subcultures. Therefore, residents of each region have different educational needs. Meanwhile, Iran's education system has a completely centralized structure which offers the same educational programs and lessons throughout the country. Education plays an important role in the development process. Therefore, there is an urgent need for internal development of this institution on which all aspects of development depend. A large organization such as education department with so many problems in planning, organization, coordination, supervision and leadership, a school-based management should be developed and applied (Jafari, 2021). Furthermore, centralized management of education in Iran has reduced the inefficiency and effectiveness of schools. Therefore, experts have emphasized the need for revising and transforming education system in line with decentralization and delegation of authority (Jafari Moghadam & Fani, 2002). Many administrators and experts acknowledge the inefficiency of the current centralized structure, emphasize the need for decentralization of the Iranian education system, and mention concentration as the cause of many problems in Iran's education system (Farhadi Rad et al., 2019). Another study also confirms the necessity of revising the centralized educational system of a country with the climatic, cultural, social and economic characteristics of Iran (Quak, 2020; EASNIE, 2017). Therefore, the main objective of this research is to identify and introduce strategies that can use internal organizational strengths and environmental opportunities to manage the weaknesses and threats in the direction of decentralization in Iran's education system.

This research is a qualitative study based on grounded theory. The data collection tool was a semi-structured interviews. The data recorded in the interview process was coded based on the SWOT model to identify and extract internal factors (weaknesses and strengths) and external factors (opportunities and threats). For this purpose, the internal strengths and weaknesses of education and environmental opportunities and threats that can hinder or facilitate decentralization were identified and coded based on the experiences and studies of the participants.The target population in this research included senior high and middle managers of education after the Islamic Revolution, who had more management experience, and experts with studies related to education. Purposive sampling was used to select 15 managers with the most managerial records in education and 10 experts. Despite achieving theoretical saturation by 14 interviews, eight other managers and experts were also interviewed online in order to strengthen the validity of the data. The identified factors resulting from open coding, which were approved by the participants, were classified during axial coding under the categories of strengths, weaknesses, threats and opportunities, and validated through member check and external check. The weighted score of the factors was calculated based on the opinion of the participants. Four strategies were identified in the final matrix and prioritized based on the quantitative strategic planning matrix (QSPM).

According to the opinions, experiences and studies of the participants, the weaknesses and threats were experienced far more than the strengths and opportunities. In this analysis, ten threats and ten weaknesses were identified. Meanwhile, six internal organizational strengths and eight environmental opportunities were identified, which were approved by the participants and supervising experts. The final score in both internal and external domains was less than 2.5, which shows that the current strategies have not been effective in dealing with the existing factors. The set of internal factors (strengths and weaknesses) and external factors (opportunities and threats) identified are reflected in Table 1.SWOT matrix analysis also led to the identification of three aggressive strategies, four competitive strategies, three defensive strategies and three conservative strategies. The matrix for determining the four strategies is shown in Table 2.The output of QSPM shows that the strategy of "gradual increase in the powers of provincial, district and school councils" with a score of 3.37 is the first priority and the strategy of "empowering human resources" with a score of 2.22, is the last priority. We are providing solutions for each of the identified strategies. These solutions were identified in the process of coding the interview transcripts, based on the participants’ opinions. Some of the most important solutions include continuous communication with the members of the parliament (MPs) and inviting them to participate in the meetings of the educational councils, compiling local plans in line with the reform document with the participation of managers, teachers and experts in each region, developing and strengthening agricultural, technical and vocational schools in local fields of study, forming scientific associations, gradual delegation of parts of the responsibility of monitoring educational content and quality to related associations, designing and implementing programs to acquaint local students with common cultural roots, facilitating the establishment of schools affiliated to the public and private sectors, presenting incentive schemes for the transfer of headquarters forces to districts and schools, forming the Strategic Council for Education Reforms with the presence of representatives of the legislative, judicial, executive and influential institutions and creating communication networks between scientific associations and regional councils.

Experts and even education managers agree on the problems of the ineffectiveness of the current centralized structure of education and the necessity of its reform and decentralization. This structure does not respond to individual and social needs and environmental changes, and it should be modified according to the current conditions. However, factors inside and outside the system have always prevented reform and decentralization. Some of these factors are caused by the centralized structure of the political system and some are due to the resistance of powerful groups who prevent decentralization in order to protect their interests. The application of strategies such as "formation of the Strategic Council of Reforms" and "establishing continuous communication with political managers and MPs" to gain the support of political and legislative power institutions, facilitates the implementation of decentralization. Under the support of these institutions, it is possible to gradually delegate the authority of decision-making and planning according to local conditions and needs to provinces, regions and schools.

Talent Management is the strategic management of talent flow in an organization. Its purpose and purpose is to ensure the optimal supply of talents to match the right people with the right occupations at the right time based on the strategic goals of the organization.

The type of research is applied to the target and in terms of research method it is a mixture of qualitative and quantitative. In the qualitative stage, using semi-structured interviews among 17 experts of Ahwaz University of Medical Sciences through targeted sampling and according to the data saturation criterion, talent management components were identified and analyzed by content analysis. A stratified random sampling method was used for sampling. The sample size of 240 people was estimated using the Cochran formula.

Then, using a researcher-made questionnaire and using the structural equation modeling approach, after the content validity of the questionnaire was confirmed by experts. And reliability of the questionnaire based on Cronbach's alpha coefficient 84. Was obtained. 107 codes were extracted from qualitative research data that were classified in five main categories. The quantitative findings also confirmed the structure of the talent management process, which involves identifying and identifying talent needs, attracting, developing potential capabilities, strategic use, and maintaining talent.

Finally, based on quantitative and qualitative research, a model for talent management process in Ahwaz University of Medical Sciences was proposed. Therefore, the talent management process has five dimensions, which are related to the University of Medical Sciences. By addressing these dimensions, an important and better step can be taken to manage talent in the University of Medical Sciences.

Organizational silence is a prevalent occurrence within companies, which can lead to serious adverse outcomes. Consequently, managers and researchers studying organizational behavior recognize it as a noteworthy challenge faced by organizations. The primary goal of this study was to predict and clarify the phenomenon of organizational silence by implementing positive leadership strategies and investigating the potential mediating effect of psychological empowerment.
For practical and managerial purposes, this study employed a combination of developmental instruments and phenomenology based on lived experiences in order to identify the sub-constructs of organizational silence. Additionally, a descriptive correlational design was utilized to investigate the relationship between variables. The statistical population consisted of all staff and faculty members at Farhangian University in the 9th district of Eastern Iran. Qualitative data were collected through semi-structured interviews with 26 participants selected up to theoretical saturation. Data were then categorized through theme analysis in four dimensions (context, causal, process, and intervention) and 10 components, including socio-communication, economic, organizational, political, cultural, informational, regulatory, managerial, human, and human resources. A 65-question questionnaire was developed based on these themes. In the quantitative part of the study, 180 people were selected using stratified random sampling according to Cochran's formula. The Kaiser, Meyer, and Olkin (KMO) index was used to investigate the adequacy of the sample, and the index for all data was over 0.6, indicating the adequacy of the sample data for factor analysis. The study utilized Cameron's Positive Leadership Questionnaire (2008), Spritzer and Mishra's Psychological Empowerment Questionnaire (1997), and a researcher-made Organizational Silence Questionnaire. The reliability of the instruments in terms of Cronbach's alpha was 0.94, 0.77, and 0.93, respectively. The convergent validity of the questionnaires was 0.86, 0.50, and 0.62, respectively. The data were analyzed using SPSS 24 and Smart PLS software.
The study investigated the model from two criteria, R2 and Q2 values, and the overall model of structural equations was evaluated using the "goodness of fit" criterion. The goodness of fit value was 0.324, and considering the three values of 0.01, 0.25, and 0.36, the appropriate fit of the overall research model was confirmed. The results showed a negative and significant relationship between positive leadership strategies (positive communication, positive human relationships, positive significance, and positive atmosphere) and psychological empowerment (meaningfulness, competence, self-determination, effectiveness, and trust) with organizational silence. Additionally, psychological empowerment plays a mediating role between positive leadership and organizational silence.
The study concludes that utilizing positive leadership styles and employee empowerment can effectively reduce employees' silence. Therefore, it is recommended that administrators at Farhangian University establish an environment that fosters employee growth and well-being. Managers can facilitate empowerment among their employees by taking into account their psychological needs, fostering trust and involvement, and delegating authority to grant independence and self-determination. Additionally, managers can provide positive and constructive feedback, establish positive relationships, and create a positive atmosphere to create a safe and comfortable environment for employees to comment more easily. At the organizational level, employees should have access to professional development programs. In general, dedicating resources to the enhancement and cultivation of positive leadership and employee empowerment can enhance the growth and efficiency of the organization through increased employee engagement and collaboration.

The current qualitative study aimed at identifying factors behind organizational trauma among the primary school teachers using an exploratory approach. To do so, 20 experts were interviewed and then the data were analyzed using content analysis method. Findings showed that discrimination and inequity, financial abuse, low level of welfare and livelihood, difficulty of assigned responsibility, disease and death, not being professional, tough conditions for occupational promotion, loss of quality, and personal problems (individual factors), politicization of education, insufficient budget and credit, weakness of management, recruitment of inefficient personnel, bureaucracy, lack of organizational support, centralism, poor performance evaluation and reward system, and inappropriate payment (organizational factors), unfavorable condition of workplace, neglecting the education, beneficiaries’ dissatisfaction and protest, teachers’ inappropriate socioeconomic position in society, the decline of education, students’ family problems, having unrealistic expectations of teachers, poor performance of media on the education (environmental factors), limited access to the technological requirements, the cost of technology, inability to utilize educational technologies, lack of appropriate support and utilization of available technologies, riskiness of technology and rapid technological growth and changes in education (technological factors) were recognized as the factors behind the organizational trauma among the primary school teachers. Using the results of this study, the educational policy makers and managers could think how to manage the phenomenon of trauma in the identified domains.

The aim of this study was to develop a model of selection criteria for university presidents in selected universities around the world.

The research was applied in terms of purpose and qualitative in terms of approach. The statistical population of the study included documents, regulations, instructions, books, and available articles about selection of university presidents in sixteen countries from different continents. The statistical sample was the same as the community. Content - validity method and peer – group method were used to evaluate the validity of the research and the reliability, respectively. Data were analyzed using Qualitative content analysis method. After encoding the resulting data, concepts, core categories (dimensions or structures), and components (core competencies) were identified.

The results showed that among the 144 codes extracted, interactive selection criteria (12), communication management (9), management experience (8), academic management experience (7), scientific competence (7), innovation (6), Financial management (6), partnership (5) and organizational commitment (5) are the most important and have played a significant role in the selection of university presidents at the level of the studied universities in the world. Using the results, a comprehensive model was developed for the selection of university presidents, which resulted in the classification of three main categories of individual, organizational and managerial characteristics. Individual class includes personality and scientific characteristics; The organizational class included general organizational characteristics, the selection process and nationalism, and the managerial class included managerial skills, participation, experience, and expertise.

Given that the data obtained from a research was a Qualitative based, the results can provide significant criteria when selecting university presidents in the recruitment and selection processes. According to the obtained results, it is suggested that a comprehensive model for the selection of university deans worldwide be developed by leading organizations in this field so that universities can follow this comprehensive model to select the desired president of their university.

The present study was conducted to determine the relationship between organizational learning and transformational leadership and job performance of librarians of public universities in Isfahan.

This research was descriptive and correlational. The statistical population of the study included all librarians of public universities in Isfahan in 1396, whose number was 139 and through stratified random sampling, 111 people were selected as a sample. In this study, Gomez et al. (2005) organizational learning questionnaire, multiple leadership based on Bass and Olivier theory (1995), and Patterson (1990) job performance questionnaire were used to collect data. Cronbach's alpha coefficient, which was 0.930 in the Organizational Learning Questionnaire, 0.955 in the Transformational Leadership Questionnaire, and 0.856 in the Patterson Job Performance Questionnaire, was used to assess the reliability of the questionnaires. Pearson correlation coefficient and regression tests were used for inferential analysis of data.

Based on the findings, there is a significant relationship between organizational learning and transformational leadership and job performance of librarians of public universities in Isfahan.

Managers, staff, and librarians need to improve their attitudes and perspectives on organizational learning and transformational leadership, and improve their performance and that of the organization.

The main purpose of this study was to investigate the role of the fourth generation university in regional development to achieve this goal, a qualitative approach and descriptive-analytical method were used. Potential participants in the study included experts and scholars in the field of higher education and academics and 25 of them were interviewed semi-structured based on purposive sampling method and theoretical saturation criteria. In order to analyze the data, MAXQDA software and Brown and Clark (2006) theme analysis technique were utilized. Through a six-step process (familiarity with primary data, creation of basic conceptual codes, search and recognition of selective codes, formation of sub-themes, definition and formation of main themes and review) analysis, 141 primary codes were identified, after reviewing and refining which, 82 selective codes were obtained. After reviewing and refining them, 12 sub-themes and 3 main themes were identified. The validity of the data was verified through a review by the interviewees. The findings showed that the fourth generation university (social university) provides the ground for regional development in three areas: socio-cultural, economic and environmental. In the cultural and social spheres, through social development, disseminating of regional values and identity, developing democratic thinking, creating social hope, and participating in civilization, and creating civic commitment plays a role in the development of the region. In the economic field, by creating a knowledge-based economy, the fourth generation university is a stimulant of productive and sustainable regional economy, the development of social entrepreneurship professional and skilled outputs is effective in the development of regions. Finally, in the field of environment, through encouraging a culture of environment preservation, environmental knowledge enhancement and development of environmental technologies, it causes regional development.

The staff is the most important contributor to the development of an organization. A new approach in modern organizations is personal branding. This study aimed to design a personal branding model for the staff of the Iranian Judiciary with an emphasis on organizational training. Building on a qualitative approach and grounded theory, the study incorporated faculty members and specialists in the field of personal branding and human resource management as its statistical population. Sixteen individuals were recruited via purposive sampling and were subsequently interviewed. Strauss and Corbin’s systematic approach was employed to analyze the data. According to the conceptual model, personal branding was the axial phenomenon in the model, while effective communication, professionalism, individual dynamics, creative thinking, ethical behavior, and individual characteristics were the causal conditions, organizational culture and climate and environmental factors were contextual factors, constructive negotiations, service compensation system, perceptual skill, and human resource management system were intervening conditions, knowledge management, preservation of human resources, the strategic plan, personal brand management, performance management, organizational dynamics, staff training system, and resiliency were strategic factors, and the administrative system health, self-improvement, idealism, human resources productivity, and optimization of decision-making were the consequences of the research model.

This study aims to identify and explain values of supportive cultural succession planning (SCSP) in the Iran insurance industry.

This study was a mixed method research with the descriptive-exploratory approach. The research population in the qualitative study were the academic staff and insurance experts and in quantitative study were employees of the insurers' central branches respectively. About 13 persons took part in the qualitative study and 284 persons participated in the quantitative study  using stratified random sampling method. Semistructured interviews were conducted with experts in the first phase of the study. A researcher made questionnaire including 43 questions was used in the second phase of the study. The questionnaire validity was tested using face validity, and its reliability was tested using the Cronbach's alpha (0.878). The qualitative data was analysed using content analysis method and the quantitative data was analysed using confirmatory factor analysis in the Amos 21.

The values of SCSP are consisted of organizational, professional and individual values. Moreover, among cultural values, professional and organizational values demonstrated the most ( i.e. loading factor of 0.715) and the least (i.e. loading factor of 0.505) support level for the model.

It is suggested that all organizational values ​​presented in this study be included in the value statement of the insurance industry and emphasis on adherence to them in insurance companies. In the field of professional values, it is suggested to use appropriate motivators to revive the mentioned values ​​among the employees and managers of insurance companies and apply it in organizational processes. In the case of individual values, it is also suggested that the individual values ​​mentioned in this study be considered as a basis for evaluating the performance of employees of insurance companies and compensation plans, rewards and incentives, etc. based on adherence to these values.

Talent management assures the organizations that competent people with the right skills and right job position are employed. Moreover, paying attention to the performance of universities and the strategic role that they play in advancing the country’s goals is important Is of utmost significance The talent management process of faculty members in talent-based universities is essential to be designed and implemented in a way that the best individuals are considered and employed.The present study was conducted to design the model of talent management process fo Faculty Members for the Universities of Medical Sciences.

This is an applied and mixed method study. In the qualitative part, using semistructured interviews with 17 experts of Ahvaz Jundishapur University of Medical Sciences, the components of talent management were identified and analyzed by content analysis method. Using this interview method, the researcher asked all the respondents the same questions, and the sequence of the questions were predetermined based on the theoretical foundation. In the quantitative part, the statistical population consisted of 615 faculty members of Ahvaz Jundishapur University of Medical Sciences. The sample size was estimated 240 people using Cochrane method (1977) randomly.

Findings of the quantitative section confirmed the structure of talent management process which includes five distinct dimensions, identification and determination of talent needs, acquisition, development of potential abilities, strategic utilization, and maintenance of talents. Finally, a model for talent management process was proposed at Ahvaz University of Medical Sciences based on data from qualitative and quantitative research. According to the main findings of this study, 5 main categories and 14 subcategories show that the cases proposed by the experts are appropriate with the talent management process.

The based-on results, it has showed that talent management model is approved to Ahwaz University of medical sciences. The components of recruiting talented personnel, identifying talented employees, talent development, talent utilization, and talent retention was appropriate for presenting the talent management model.

The aim of this paper is to identify the underlying factors affecting the marketing of higher education in applied science and the relationship and brand image that can affect these factors. Accordingly, a model for the marketing of higher education in these centers is presented. Qualitative research method That is done using the Foundation Data Theory. The researcher conducted a semi-structured interview with the directors of the scientific-practical centers, marketing experts and students of science-applied science centers with purposeful theoretical saturation to collect data. Afterwards, for the analysis of the data, the extracted propositions were coded, combined and categorized. The results of the research showed that since the choice of scientific-practical university and the decision-making process are important issues that are strongly influenced by the brand's brand identity, The interviewees introduced two categories as the basis of the instruments, which include factors influencing choice and sources of information for decision making.

The purpose of this study was to determine the effect of organizational intelligence and quantum management skills on organizational agility. This descriptive-correlational study was based on structural equations and the statistical population consisted of all principals of selected universities in Isfahan. The sample size was (N=165) people. The data collection tools were made of three Questionnaires Organizational Intelligence (Albrecht), quantum management skills (researcher made), and organizational agility capabilities (Sharifi and Zhang) whose reliability was estimated by Cronbach's alpha coefficient of 0.97, 0.92 and 0.93, respectively, and their content and construct validity and factor analysis respectively (Questionnaires) were approved. For analyzing data, correlation coefficient, regression and structural equation modeling were used. Findings indicated that organizational intelligence has significant positive and direct effect on organizational agility capability (P=0.001). Organizational intelligence has significant positive and direct effect on quantum management skills (P=0.001). Quantum management skills have significant positive and direct effect on organizational agility capability. Organizational intelligence (P=0.001) and Quantum management skills have significant positive and direct effect on organizational agility capability (P=0.001).

The present descriptive Interrelational research set out to examine causal relationship between leadership worldview and organizational innovation with a focus on the mediating role of organizational mindfulness. The research population included 344 administrative staff at University of Isfahan from 2017-2018. A sample of 182 was randomly selected using the proportional stratified sampling procedure. The researcher data were obtained through a researcher-made questionnaire measuring leadership worldview, the organizational innovation questionnaire and organizational mindfulness questionnaire.The instruments were initially validated and their reliability coefficients were estimated through Cronbach Alpha and found to be 0.88, 0.91 and 0.72, respectively. The collected data were analyzed via SPSS software version 23 and Amos.  Results indicated that the revised proposed causal model enjoyed a good fit index and that the research variables could explain 41 and 31 percent of the variance in organizational mindfulness and organizational innovation. Overall, the findings revealed that organizational mindfulness, along with entrepreneurial and network worldviews, had direct significant positive effects on organizational innovation, while the direct effect of communitarian and regulatory worldviews on organizational innovation was found to be insignificant. Moreover, the leadership worldview dimensions were found to have significant positive and direct effect on organizational mindfulness and indirect effect on organizational innovation which is mediated through organizational mindfulness.

This study aimed to construct the synergistic leadership scale in Iranian universities and validate it in Isfahan's University.

From a methodological point of view, this research is a sequential exploratory mixed study.  A purposeful sampling method was used to collect information in the qualitative part. A semi-structured interview was conducted with 14 faculty members with executive experience and expert in management and leadership knowledge in the country's universities. However, an interview was deleted due to a lack of effective information. The interviews stopped with theoretical saturation. In the quantitative section, the statistical population was 650 faculty members of the University of Isfahan. The sample size was determined according to Krejcie and Morgan's table; it was done by stratified random sampling and the designed questionnaire based on the findings of the qualitative section was distributed among them. To determine the validity of the qualitative section, a re-study was used by peers and researchers and the reliability of this section was confirmed by theoretical saturation in the data collection stage and with retest reliability, which becomes 90%. And to determine the validity of the researcher-made questionnaire, content validity, divergent validity, and construct validity were used. Cronbach's alpha (0.951) was used to determine the questionnaire's reliability.

The analysis of the qualitative section was based on the grounded theory approach and the analysis was based on open, axial and selective coding. To test the validity of the questionnaire, exploratory factor analysis and confirmatory factor analysis, including construct validity, convergent validity, and divergent validity, were used, and for reliability, Cronbach's alpha coefficient and combined reliability were used. The results of factor analysis showed the optimal fit of each of the items with the factors. They showed that each of the load-bearing factors is a suitable factor to predict the questionnaire's main dimensions. As a result, the designed scale has high validity and reliability and can measure the realization of synergistic leadership in universities. Finally, as a result, the final form of the questionnaire was set as follows: causal factors through 11 items, coherent phenomena or synergistic leadership components through 8 items, context factor which appropriate for executing synergistic leadership through 12 items, Intervening factors through 7 items, strategies for executing synergistic leadership through 13 items, and The Consequences of implementation of synergistic leadership were measured through 12 items. Quantitative data were analyzed by descriptive and inferential statistics using SPSS and Smart PLS software. Due to the lack of native measurement tools for synergistic leadership, the designed questionnaire seems to be able to address this gap, Therefore, this questionnaire can be used in future researches on synergistic leadership in universities. Finally, the researcher explained the six factors of the paradigmatic pattern of synergistic leadership with their axial codes and provided practical suggestions for the realization of synergistic leadership in universities.

This study aims to determine the Observable Behaviors of supportive cultural succession planning (SCSP) in the Iran insurance industry

This study was conducted based on the mixed method research along with the descriptive-exploratory approach. Regarding the qualitative and quantitative stages, population of interest contain academic staff and insurance experts and employees of the insurers' central branches respectively. Furthermore, for the qualitative part, the sample of size 13 is taken based on the purposive judgmental sampling method and according to the stratified random sampling method the sample of size 284 is selected for the quantitative part. Interviews and questionnaire surveys of 33 questions were two main methods employed to gather data in the first and second stages respectively. Concerning the questionnaire, validity was tested through face validity, and we assessed the reliability with the help of Cronbach's alpha (0.893). Content analysis was conducted to analyze qualitative data and by implementing confirmatory factor analysis in the Amos 21 we analyzed the quantitative one.

According to the results, the Observable Behaviors of SCSP are consist of Content & Structural Observable Behaviors. Moreover, among Observable Behaviors, Establishment Succession Planning ( i.e. loading factor of 0.649), Change & Development Management ( i.e. loading factor of 0.595) and Competency Management ( i.e. loading factor of 0.585)   demonstrated the most  support level for the model.

Based on the research findings, one of the Observable Behaviors of SCSP is Content Observable Behaviors consist of Motivational Behaviors, Integrated and committed organizational communications, Transformational leadership based on participation, Change & Development Management. The other Observable Behaviors of SCSP is, Structural Observable Behaviors consist of Facilitator rules and regulations, Agile organizational structure, Competency management, Strategic human capital management, Establishment of Succession Planning, Empowerment based on education and knowledge management, and Performance management based on succession .

A review of the existing leadership literature in organizations shows that there is no comprehensive theoretical framework for synergistic leadership that is generally agreed upon. Therefore, this study seeks to identify and explain the dimensions of synergistic leadership in the form of a systematic model for Iranian universities using the grounded theory. Semi-structured interviews were used to collect data. The target population of the study were knowledgeable management experts and people with management experience in universities. Purposeful (theoretical) sampling was performed using a network of experts (snowball). Interviews of 13 scholars and academic executives were analyzed using Strauss and Corbin's (1990) three-stage coding method. Validation was done through participant review and peer review and repeated study by the researcher herself. Totally, 506 open codes were extracted from the interviews, which, after axial and selective coding, identified 6 dimensions of paradigm model including Causal conditions (11 categories), synergistic leadership components (8 categories), context (12 categories), intervening conditions (7 categories), strategies (13 categories) and consequences of implementing of synergistic leadership model (12 categories). Finally, a synergistic leadership paradigm model was designed and presented to Iranian universities.

This research aimed at investigating the application of strategic management components in public universities in Isfahan, and the research method was descriptive survey study. The population consisted of 340 managers, out of which 181 managers were selected by stratified random sampling in proportion to the size, and 151 were selected by strategic management researcher-made questionnaire based on the theory of Hill and Jones (2007), in five components goal & mission determination, environmental analysis, strategy formulation, strategy implementation, and strategy evaluation responded with 33 items.Validity of the questionnaire was confirmed by content and construct validity and using Cronbach’s Alpha the reliability of the questionnaire was estimated 0.83. Data analysis was performed at two levels of descriptive statistics (frequency distribution, percentage, mean and standard deviation) and inferential statistics level (One-sample t-Test, Independent-Samples t-Test, Hotteling t2, one-way ANOVA and Tukey post-hoc test). The results showed that the application rate of the components, except the goal & mission determination component, was below average. The results of Hotelling's t2 showed that the components of application were not the same, so that the most attention was paid to the goal & mission determination component and the least attention to the environmental analysis and strategy formulation components. (P <0.05).

Information and communication technology (ICT) is the empowerment key to the development of communities, especially in the education system. A smart school refers to educational units, who are flexible for students regarding capabilities and features and prepare learners for the future. This study aimed at identifying and prioritizing ways to improve teaching-learning process in the second semester of year 2017 - 2018 at smart schools of Semnan province. This qualitative study included six experts in information and communication technology in smart schools, and in-depth interviews were carried out with 24 teachers, who were selected by purposive and snowball sampling. The analysis of the content of the interviews and theoretical basis was set in the form of questionnaire in two sections of ideal situation and the status quo. According to experts, content validity and reliability by Cronbach’s alpha had a good condition at 0.88 and 0.96. In the quantitative section, a questionnaire was completed by 310 teachers and administrators, who were selected using stratified sampling. Result of freedman test for determining the significance of ranking methods of improving teaching- learning showed that it was valid at P < 0.05. The findings showed that teachers (with average of 6) were in the first place followed by interaction (4.48), students (4.41), content (3.11), teaching method (1.58), and evaluation with average of 1.42 stands was in the sixth place amongst factors effecting the teaching-learning process of smart schools. Development of education systems refers to creating fundamental changes in the process of teaching and learning. To enhance these changes, ICT is an empowering key factor. Teaching/learning process includes the teacher, student, and teaching methods. Among these, the teacher has a vital role because they provide information for thinking and reasoning.

The purpose of the present study was to explain the role of participative leadership and social empowerments on the teamwork skills at university of Isfahan. The research method was descriptive - correlation and analysis of structural equation modeling. The study population included all administrative staff deputies (administrative, financial, cultural, and student research, education) University of Isfahan in academic year 2016 - 2017 totalled 344 people. The sample size were selected using Cochran's formula and through proportional random sampling method, 172 people. For collecting the data, Katoorn (2010) participative leadership, social empowerments and teamwork skills questionnaires with reliability of 0.90, 0.87 and 0.89. Results showed that participative leadership, social empowerments, teamwork skills of are staff above the average and participative leadership (r=0.56) and social empowerments (r=0.64) with teamwork skills have positive significant relationships (p

Coaching can be introduced as a new approach for individual professional development and education. Coaching skills are the important part in the approach. Coaching skills are needed Because of clinical and fields nature in medical sciences. Therefore, the study aim was identify and validate of coaching skill components among Faculty members of Medicine Sciences University.
Research method was mixed method (qualitative and quantitative). For qualitative Part, 17 persons were selected and reviewed among faculty members of Medical Sciences University of Isfahan by Network of Specialists and For quantitative assessment, participants were chosen 157 persons among faculty members at medical sciences university of Isfahan in 2016-2017 randomly. Data were analyzed by using PLS software.
By analyzing the qualitative data, eight components of coaching skills were adjusted and then their validation was done in the quantitative part. The Cronbach's alpha and the combined reliability of the eight components were above 0.70, and the convergent validity criterion was higher than 0.50 for the eight components which indicated the correlation of the construct of coaching skill with its components. These components are: question& answer, listening, individual and position evaluation, feedback, collaboration and interaction, flexibility, emotional stability.
The results showed that there were eight components of coaching skill among faculty members of Medical Sciences University of Isfahan which they need to coach for influencing more in education.

The purpose of this research was comparison between relationship between pure leadership and organizational climate in Herat and Isfahan University. Present research is practical and the method was descriptive correlative. Statistical population of the research included all personal at Isfahan and Herat University in year 1394 that based on Krejcie and Morgan table, 530 persons from personal in Isfahan and Herat universities selected as sample. With regard to the main purpose of this research stratified sampling was used.To collect information two questionnaire were used, (pure leadership, Olive, 2007), and organizational climate, Halpen and Craft (1963). Collected data were analyzed using, statistical inferences and descriptive statistics (average, correlation Peterson, one T test, independent T test, regression and regression step by stepby using software SPSS 13. Findings showed:1- purebred leadership and organizational climate(consideration ,influence and dynamism ) in both universities is in medial .2- the average of pure leadership and organizational climate (consideration ,influence and dynamism ) in Isfahan is higher than Herat university .3- relationship between pure leadership and organizational climate(consideration ,influence and dynamism )is positive and significant.4- in both universities two elements of organizational climate most correlated with pure leadership elements. 5- Pure leadership is able to predict the changing the consideration, influence and dynamic. 6- Among pure leadership elements, morality, act of balance and self- knowledge have the most ability to predict change about two elements of organizational climate (consideration, influence and dynamism).

The purpose of persent research was to study relationship between quantum leadership with job engagement and Job adjustment among employees at university of Isfahan. This research is descriptive-Correlative and statistical population included all employees at university of Isfahan in academic year 1393-1394 totaled 1654 people.Statistical sample was 311 based on Morgan (1970) table and 295 completed questionnaires were returned. Research instruements consisted of: a self-made questionnaire of quantum leadevship with 21 items, schaufeli and bakker (2008) job engagement questionnaire with 17 items and dacis & logqist (1990) job adjustment questionnaice with 20 items. Collected date was analyzed using regression analysis, correlation coefficient, and manova. Findings showed that observed "r" at p

The aim of the present study to investigate extent of application theory humanism by teachers elementary components city of Babol. This research descriptive-survey method and with society included all elementary school teachers Babol cityranging from men and women to number was 1100 people. Proportion to the volume clustered sampling method was conducted And 350 Person samples were selected. The tool measuring this research a researcher constructed questionnaire consisting 19 questions, was based on Likert scale of five degrees. Validity of questionnaire, content validity was determined by using reliability coefficient Cronbach alpha of 96/0 respectively. Research shows that teachers in the classroom to help students provide feedback that honestly and delivers environmentand is also provides sympathetic and rich in of confidence in class. Results showed that this field section inferential statistics binomial at the level of 0/05 / ≥p was significant. So it can be claimed that the use elementary teachers humanistic component is more than the average level. Also in compared the amount application of components of humanistic theory, Friedman statistics at the level of 0/05 / ≥p was significant So there are differences Between the usecomponents theory humanism.