توانمندسازی روان شناختی

Intimacy means to share inner wishes and to show sympathy for others. Organizational intimacy makes efficient management and motivated employees and finally leads to organizational progress and prosperity. Those employees who accept their job and are satisfied with it show intimacy with co-workers and can build a space for different groups to feel accepted and supported, and to be able to cooperate. In establishing organizational intimacy career fitness emphasizes the role of psychological factors such as empowerment. Therefore, intimacy within an organization not only reflects career fitness and people persistence factors in their job but also other aspects such as employees’ psychological empowerment are involved which have been unnoticed in previous studies. Moreover, studies on career fitness and organizational intimacy mostly agree on the necessity of further research in this regard. About existing evidence and experience during recent years, the importance of employees’ career fitness within public organizations and considering career fitness as an effective factor in organizational intimacy while respecting the mediative role of psychological empowerment have not been studied. In this regard, the present study has been carried out with the aim of mediative role of psychological empowerment in relation between career fitness and organizational intimacy.

Design/Methodology/Approach: 

The present study is an applied descriptive survey in terms of its purpose and implementation method. The population of the study consisted of 35875 employees working in Ilan public organizations among which 380 were selected as sample size using Cochran’s formula. A questionnaire was applied to collect data and evaluate the relation between various variables. To evaluate the variable of career fitness, two dimensions of organizational fitness and society fitness were extracted from the questionnaire by Adams et al. (2010), and also five dimensions of competence, autonomy, influence, significance, and trust were obtained from the questionnaire by Spreitzer (1995) and Mishra (1997) to evaluate psychological empowerment, three dimensions of organizational climate, organizational understanding and amity were extracted to evaluate organizational intimacy through the questionnaire by Ebrahimzadeh (2019). To ensure the reliability of research constructs, the Alpha Cronbach way was applied. The value of the Alpha Cronbach coefficient was more than 0.7 indicating appropriate reliability of research constructs. Kolmogorov Smirnov test was used to examine normality and non-normality of data at a significance level of 5%. Since the obtained significance level was less than 5%, the data was not normal. To evaluate the validity of constructs, structural equations way was applied in SmartPLS that obtained figures out of which were less than 0.5 hence research constructs had appropriate validity.

To examine model fitness, the GOF index was applied during this study. The value of GOF was 0.8251 indicating very suitable fitness of the model. Some coefficients were obtained in testing research hypotheses using Structural equations in SmartPLS which all were significant because the value of their significance test was more than 1.96. Therefore, all of the hypotheses of the study were confirmed. Moreover, as the mediative variable of Psychological Empowerment existed in this study, the Sobel test was applied. The value of the Z-value obtained by the Sobel test was 9.71 which was more than 1.96. Therefore, it can be stated that the mediative impact of Psychological Empowerment on the relation between career fitness and organizational intimacy was significant at a confidence level of 95 percent.

Results of this study showed that career fitness has a positive significant impact on organizational intimacy and also psychological empowerment plays a mediative role in the relationship between career fitness and organizational intimacy. The obtained results through this study correlated to findings by Yoon et al. (2022), Hum et al. (2024), Valizadeh Zanouz and Moghtaderzadeh Maleki Moghadam (2016), and Faraz et al. (2023). Therefore, it is necessary to strengthen career fitness and Employees’ psychological empowerment at all aspects to take advantage of organizational intimacy benefits. Employees with suitable career fitness usually develop the benefits of their organizations, accept group goals by focus and awareness and concentrating on them, motivate others, and make the ground for their organization which leads to organizational intimacy. Also, one of the logical and efficient ways to promote organizational intimacy is to proper implementation of empowerment among employees which would have a positive impact on performance and productivity.

Today, psychological empowerment in educational environments is an important and fundamental issue that is unfortunately neglected in some educational environments. The purpose of this research was to determine the relationship between Jehadi management and psychological empowerment through spirituality at work in teachers of the first secondary level of Mamsani city. This research was applied and descriptive and correlational. The statistical population of this research was all 301 teachers of the first secondary level of Momsani city, of which 170 people cooperated with the researcher as samples and by cluster random sampling method. Data collection tools were standard psychological empowerment questionnaires of Jehadi management and spirituality in the work. Descriptive statistics methods were used to describe the data, and Pearson's correlation coefficient, regression, and structural equations with PLS were used to analyze the data. The results showed that there was a positive and meaningful relationship between Jehadi management and spirituality at work with psychological empowerment, and there was a positive and meaningful relationship between Jehadi management and spirituality at work. Also, the results of the research showed that the relationship between Jehadi management and psychological empowerment through spirituality at work was positive and significant . Therefore, it is appropriate to use Jehadi management and spirituality at work for the purpose of psychological empowerment in the target society.

In every organization, there are staff whose behavior and ethics are different from others and their presence causes harmony in the work environment to be disturbed. It is more difficult to control and manage these employees than other employees. These employees are known as "Difficult Employees" in organizations. The way managers face such people in the workplace is one of the criteria for judging others about managers' managerial abilities and leadership style. One of the new leadership styles in today's era is the patriarchal leadership style. By reducing the distance between himself and the employees, patriarchal leadership creates a sense of trust and effective communication among employees, and by reducing psychological and inappropriate pressures on employees, it leads to a reduction of stress and anxiety in the work environment, and finally, it improves the capabilities of employees in the work environment. The current research seeks to determine the effect of patriarchal leadership style on the management of "Difficult Employees", considering the mediating role of psychological empowerment and psychological well-being of employees.

Design/Methodology/Approach: 

The current research is applied in terms of purpose, descriptive-correlative in terms of the nature of the method, and field research (survey) in terms of data collection. The spatial territory of the current research is Ilam City and the statistical community of the current research includes managers (high, middle, and operational) of government organizations in Ilam City, according to the statistics published by the Ilam governorate, their number is equal to 600 people; Therefore, using simple random sampling method, a total of 234 people were selected. The data of this research were collected through a standard questionnaire package, which includes a patriarchal leadership questionnaire with 10 questions, a psychological empowerment questionnaire with 6 questions, a psychological well-being questionnaire with 6 questions, and a problematic employee management questionnaire with 8 questions. The content validity of the questionnaires was confirmed using experts' opinions and its reliability was confirmed using Cronbach's alpha coefficient. The data analysis tool is structural equation modeling.

The results show that patriarchal leadership has a direct, positive, and significant effect on the management of "Difficult Employees". Also, patriarchal leadership through the variables of psychological empowerment and psychological well-being has an indirect, positive, and significant effect on the management of "Difficult Employees", and the mediating role of the two variables of psychological empowerment and psychological well-being in the influence of patriarchal leadership on the management of "Difficult Employees" has been confirmed.

Patriarchal leadership has an interesting effect on the management of problematic employees, and this effect is strengthened by the presence of psychological empowerment and psychological well-being of employees. Patriarchal leaders can help improve the empowerment and the psychological well-being of employees and ultimately, improve organizational performance by creating human relationships, valuing and acknowledging, supporting and paying attention to needs, encouraging work-life balance, and creating a positive organizational culture. Leaders of organizations should spend more time on the work and personal life of their followers and try to create a balance between the work and personal lives of people and in this way, achieve a closer relationship with employees. A closer relationship with employees allows leaders to benefit from the constructive suggestions and opinions of informed employees when necessary. Also, showing attention to employees' family members and helping employees in times of need, including times of illness and financial problems, can establish a better relationship between the leader and the follower. In these situations, employees expect understanding and help from their leaders, and if the leader understands this need, they will get the employee's support, and the employee will rush to the leader's help when needed.

 The purpose of this research is to examine the effect of internal branding on financial performance and brand loyalty with the mediating role of psychological empowerment (case study: Saman Bank, Tehran Province).

 This research is applied in terms of purpose and descriptive-survey in terms of method. The statistical population of the research includes all employees of Saman Bank in Tehran Province whose number is 1800 people. Cochran's limited population sampling formula is used to determine the required sample size. Based on Cochran's unlimited formula with 5% error, the sample number in this research is 317 people, which was selected by simple random method. In the current research, the field method was used to collect primary data, and the primary data collection tool was a five-option Likert questionnaire, and the library method was used to collect secondary data. The validity of the questionnaire was assessed using the method of content validity and face validity, and its reliability was calculated using Cronbach's alpha. Structural equation modelling method and SmartPLS software were used to test the research hypotheses.

 The results of the research showed that the effect of internal branding on financial performance and brand loyalty with the mediating role of psychological empowerment (case study: Saman Bank of Tehran Province) has a significant effect.

Originality/Value:

 Originality in research mean what you are doing is from your own perspective although you may draw arguments from other research work to back up your arguments.

Emphasizing a working system with stable performance in a dynamic and competitive economy is vital to increasing the performance of knowledge-based companies. Therefore, the need to achieve sustainable performance has caused these companies to resort to several factors to find a solution to eliminate the negative social and environmental effects on their activities. One of these factors is the participation and stable performance of employees in promoting and improving the company's sustainable performance. The stable performance of employees is an ideal state, in the performance of an organizational role, which describes the ability of a person to perform activities that develop the organization's main capabilities to achieve a desirable state, and its difference is the performance in long-term received results. The purpose of this research is to investigate the effect of knowledge-based human resources management on the sustainable performance of employees with the mediating role of psychological empowerment of human resources.

Design/Methodology/Approach: 

The current research is applied research in terms of its purpose, and in terms of data collection, it is research with a descriptive-survey approach. The statistical population of this research includes all employees of knowledge-based companies in Bushehr province, numbering 509 people, and the statistical sample size based on Cochran's sample estimation formula is 219 employees. To collect data and measure the relationship between research variables, a questionnaire was used. Questionnaire criteria to measure the variable of knowledge-based human resource management from Kianto et al. (2017) with four dimensions (recruitment and selection, training and development, performance evaluation and service reward), the variable of psychological empowerment of human resources from Spreitzer and Mishra adapted from Timuranjad and Sorihi Esfastani (2010) with five dimensions (competence, autonomy, influence, meaningfulness, and trust), and the variable of sustainable employee performance was from Zaid et al. (2018) with three dimensions (economic performance, social performance, and environmental performance) were extracted. Also, to analyze the data, the structural equation modeling method was used and SPSS22 and Lisrel statistical analysis software were used.

The results of this research showed that knowledge-based human resource management has a significant effect on the stable performance of employees and the psychological empowerment of human resources. Also, the psychological empowerment of human resources has a significant effect on the sustainable performance of employees. Finally, knowledge-based human resources management has a significant effect on the stable performance of employees with the mediating role of psychological empowerment of human resources.

Considering the close relationship between knowledge-based human resource management and the stable performance of employees, psychological empowerment can help to improve performance and promote the sustainability of the organization and employees. Therefore, the components of psychological empowerment, i.e., competence, autonomy, influence, meaningfulness, and trust, by strengthening the components of knowledge-based human resource management, i.e., recruitment and selection, training and development, performance evaluation, and service reward, affect various aspects of the sustainable performance of employees.

The present study aims to investigate the effect of indirect supervision on teachers' job satisfaction during the time of remote working due to the coronavirus, with emphasis on their internal motivation and psychological empowerment. This applied research is correlational research in terms of the method of collecting descriptive survey information and in terms of cross-sectional time and terms of the type of relationship between variables. The studied population is secondary education teachers in Tehran, and the sample is an available cluster type with a sample size of 214 people. The method of data collection was a five-choice Likert scale questionnaire, and the data analysis was done through Lisrel 8.8 - SPSS 26 software and using structural equation modeling. The results show that between indirect monitoring of job satisfaction with the mediating role of intrinsic motivation, between indirect monitoring of job satisfaction with the mediating role of psychological empowerment, and between psychological empowerment on job satisfaction, and intrinsic motivation on job satisfaction, and finally There is a significant and positive relationship between indirect supervision and job satisfaction.

The aim of this research is to investigate the effect of ambidextrous leadership on organizational voice with the mediating role of psychological empowerment in Shiraz University of Medical Sciences and Health Services. In terms of its nature and goals, this research is of applied type and correlation method has been used for its implementation. The statistical population of this research includes all employees of Shiraz University of Medical Sciences and Health Services, numbering 782. To determine the sample size using Cochran's formula, 257 people were estimated as the sample size and were selected using simple random sampling method. To collect data, three ambidextrous leadership questionnaires by Ahsan (2019), Van Dine and his colleagues' voice questionnaire (2003) and Spritzer's psychological empowerment questionnaire (1992) were used. The validity of the questionnaires was confirmed by the experts and professors of the management group, and the reliability coefficient of the questionnaires was estimated at 0.867, cognitive empowerment, and 0.804 organizational voice. Research hypotheses were analyzed using Kolmogorov-Smirnov test, Pearson correlation test and regression analysis. The findings of the research indicate that dual-ability leadership has an impact on the organizational voice with the mediating role of psychological empowerment of Shiraz University of Medical Sciences and Health Services.

  The purpose of this research is to investigate the effect of psychological empowerment, organizational identity and role stress on employees' organizational citizenship behaviour.

The current research is applied in terms of purpose and descriptive survey in terms of method. The statistical population of the research was 350 employees of the police force of the 6th district of Tehran. In this research, 183 samples were selected based on Cochran's formula. In this research, the psychological empowerment questionnaire, organizational identity questionnaire, role stress questionnaire and organizational citizenship behaviour questionnaire were used. To check the fit of the measurement model using PLS software, the criteria of Cronbach's alpha, composite reliability and average index of extracted variance and goodness of fit were used. To analyze the data and confirm the hypothesis test, confirmatory factor analysis and structural equation methods were used.

Data analysis showed that psychological empowerment has a positive and significant effect on organizational citizenship behaviour, the existence of a positive and significant effect between organizational identity and organizational citizenship behaviour is also confirmed. Also, role stress has a significant and positive effect on organizational citizenship behaviour.

Based on the findings of the research, psychological empowerment has improved the organizational citizenship behaviour of employees by improving the level of awareness and working abilities of employees. Increasing organizational identity as a unifying and coordinating element improves organizational citizenship behaviour and role stress is a motivating element that stimulates the intellectual and strategic forces of employees and thereby increases organizational performance and citizenship behaviour in the organization.

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 aim of this study was to investigate the effect of spiritual leadership on organizational happiness with the mediating role of psychological empowerment. The type of research is applied in terms of purpose and descriptive-correlation in terms of nature and method.The statistical population of the study was all employees of Sangan Iron Ore Complex with 480 people. According to Morgan table, 214 people were selected as a statistical sample by simple random sampling. Data were collected using three standard questionnaires: spiritual leadership, organizational happiness and psychological empowerment. Cronbach's alpha coefficient for questionnaires was 0.93, 0.90 and 0.92 and reliability was confirmed. Also, the content validity of the questionnaires was approved by the professors. Data were analyzed in two parts: escriptive statistics and inferential statistics using Spss25 and Smartpls3 software. The results showed that spiritual leadership has a positive and significant effect on organizational happiness and psychological empowerment of employees. Psychological empowerment has a positive and significant effect on organizational happiness. Psychological empowerment also mediates the impact of spiritual leadership on organizational happiness.

Due to the changing business environment, organizations have to consider innovation as a necessary prerequisite to increase their efficiency, productivity and sustainability. In this regard, they should pay more attention to increasing job enthusiasm, psychological empowerment, and stimulating innovative work behaviors. Therefore, this research was conducted with the aim of investigating the mediating role of job enthusiasm in the model of innovative work behaviors based on psychological empowerment. In terms of the objective, this research is part of applied research, and in terms of the data collection method, it is part of correlational quantitative research. The statistical population of this research was made up of all the male and female employees of the oil company in the central regions of Iran in 1401. Using simple random sampling, 345 people were selected as the research sample. The data of this research were collected using Spritzer and Mishra's (1995) Standard Questionnaires of Psychological Empowerment, Job Enthusiasm,      Salonava and Shoufeli (2001) and Innovative Work Behavior of Dijang and Denhartog (2010). According to the results of the research, the effect of psychological empowerment on job enthusiasm was 0.380, on innovative work behaviors was 0.297, and the effect of job enthusiasm on work behaviors was 0.352 (p<0.001). In addition, the results showed that psychological empowerment due to job enthusiasm has an effect on innovative work behaviors to the extent of 0.667 (p<0.05). Therefore, all variables have positively and directly influenced each other (p<0.001).

One of the most important challenges of complicated environments for organizations is to make a balance between discovering and innovative activities called ambidexterity. Organizational ambidexterity has a positive relationship with organizational growth, technical innovation, and financial performance. Generally, those managers who have failed in implementing ambidexterity seem to be unable to utilize their capacity and provide needed resources. Of most important affecting factors, one can refer to domination of organizational silence and the lack of employees’ participation in decision-making processes. Nowadays, leading is considered as the most important role of managers, and organizations seek those managers of having ability to lead as well as integrate different organizational activities, coordinate subsidiary units, and control deviances. Therefore, studying and utilizing the ambidextrous leadership style is of special importance. Despite the importance of ambidextrous leadership in achieving organizational goals, no study has yet investigated its increasing effect on employees’ silence and the mediation role of psychological empowerment and social capital. Therefore, the current research was aimed to study the effect of ambidextrous leadership on employees’ silence considering the mediation of psychological empowerment and social capital in Pars Oil Company.

THEORETICAL FRAMEWORK:

Ambidexterity is the ability to simultaneously utilizing the activities of exploration and exploitation and coordinating them in a flexible manner. Ambidextrous leadership is known as the ability to create explorative and exploitative behaviors in employees through providing the possibility of flexible improvement and adjustment of these two behaviors. This leadership style consists of three elements: 1) open leadership behaviors, 2) close leadership behaviors, and 3) the ability to flexible shift between them. Social capital is defined as a set of resources embedded in the relationship between an employee and the organization or those resources which are accessible because of this relationship. Psychological empowerment is defined as a process of increasing employees’ self-efficacy by identifying the situations that cause power instability or loss of power. Finally, employees’ silence is defined as a refusal of stating the reality about the emotional appraisal of the organization to those managers and employees who seem to be capable of change or compensate the situations.

The current research was an applied study in terms of purpose, and in terms of data collection method, it was a descriptive survey. According to Cochran's formula, a total of 132 people were selected as the statistical sample by conducting simple random sampling. The data collection tool was a 52-item questionnaire of having 5-point Likert scales and 133 questionnaires were finally collected. Obtained data were analyzed using structural equation modeling in SmartPLS software.

Research findings showed that ambidextrous leadership had a positive and significant effect on psychological empowerment. In this regard, it can be said that, by providing freedom for employees to do things and providing them with feedback in the case of problems, the ambidextrous leadership style can improve employees’ behaviors and increase their capabilities. The decreasing effect of psychological empowerment on employee silence was not confirmed. The reason for this insignificance may be the absence of other intervening variables. On the other hand, ambidextrous leadership significantly affected the social capital and social capital reduced the employees’ silence. Therefore, social capital creates a common language for emotional relationships between employees, in which they can easily express their opinions and suggestions and are less inclined to remain silent.

 CONCLUSIONS & SUGGESTIONS:

According to research findings, the understudy organization should focus on improving the leadership ability of managers in different organizational levels by approaching the ambidextrous leadership style. Furthermore, future researches are suggested to study a bigger statistical population and consider moderator variables (such as age, gender, education, and organizational climate and culture) or mediator variables (such as job satisfaction, commitment, and motivation) that have the potential to affect the ambidextrous leadership-psychological empowerment relationship.

The aim of this study was the effect of genuine leadership on psychological empowerment with the mediating role of organizational justice. The present study was a descriptive-survey study. The statistical population of the study was all 420 employees of Sufi Cement. Using Morgan table, 201 people were randomly selected as a sample. For data collection, psychological empowerment questionnaire with 15 items, authentic leadership with 15 items and organizational justice with 10 items were used. The questionnaire was arranged on a Likert scale in five options. The content validity of the research tool was confirmed based on the opinions of experts and the constructed validity was confirmed by confirmatory factor analysis. Cronbach's alpha coefficient for measuring the reliability of all variables was above 0.70, which indicates the reliability of the research tool. Data analysis was performed using SPSS software that Sobel test was used to test the hypotheses. The novelty of the research is that the issue of psychological empowerment was operationally related to organizational justice and the importance of genuine leadership was explained in the relationship between these two variables.

The purpose of this study was to identify the antecedents and consequences of psychological empowerment of employees using the meta- analysis approach. The present study was descriptive in terms of purpose, applied in terms of usage, and quantitative in terms of data type. The study population consisted of articles published in scientific journals in the field of psychological empowerment of employees from 2011 to 2019, out of which 53 cases were introduced into the meta-analysis process using a non-random purposive sampling method. The selected studies were analyzed using CMA2 software (Comprehensive Meta-Analysis Software). The reliability of the research was confirmed using the identification reliability (which was obtained through the agreement of the raters in selecting and categorizing the researches), the coding reliability (which was obtained through the agreement of the raters on the use of specific concepts for coding variables), and the reliability of significance level and effect size (which was obtained through the agreement between the two meta-analysts in measuring the effect size). Findings showed that among the antecedents of psychological empowerment of employees, the variables of benevolent leadership (0.877), knowledge management (0.772), social capital (0.616), genuine leadership (0.609), organizational memory (0.603), and spiritual leadership (0.601) had the greatest effect size. In addition, among the consequences of psychological empowerment of employees, the variables of employee voice (0.853), competitive advantage (0.734), job performance (0.724), spirituality at work (0.655), employee creativity (0.630), and innovative atmosphere (0.626) had the greatest effect sizes.

The aim of this study was designing and testing model of the effect of knowledge motivation characteristic on motivational processes with mediating role of psychological empowerment, promotion regulatory focus and learning goal orientation employees of Khuzestan Steel Co. The statistical population included employees of Khuzestan Steel Company. A sample of 350 persons was selected through stratified random sampling. Job characteristics (Morgeson & Homphery), learning goal orientation (VandeWalle), Psychological Empowerment (Spreitzer), Promotion Regulatory Focus (Wallace), Goal Generation (Bindel) and Goal Striving (Bindel et al) questionnaires were used. The path analysis method was used through AMOS-23 and SPSS-23 software packages for data analysis. also Preacher and Hayes Bootstrap procedure was used for testing indirect hypotheses in the proposed model. The findings of the study indicated that the proposed model fit the data relatively proper. Better fit and more significant results were obtained by correlating the errors of the two paths proposed AMOS modification indices. The results of the study confirmed direct hypothesis. In the case of indirect relationships, the results showed that all of the indirect hypotheses were confirmed. In addition the result showed that motivational states (psychological empowerment, promotion regulatory focus and learning goal orientation) have an indirect effect on the relationship between knowledge motivation characteristic and motivational processes (goal generation and goal striving). Also, the results showed that knowledge motivation characteristic had the positive effect on Motivational processes and ultimately organizational outputs.

The present study examine the impact of positive leadership on work engagement with the mediating role of psychological empowerment among the managers of high schools in Sabzevar city. The method of research is descriptive and its type is correlation with an emphasis on structural equations. The population consisted of all managers of high schools in Sabzevar city (138 persons) that 102 peoples were selected using on cochrane formula based.That sample was selected by Simple Random sampling. The data was collected through positive leadership Cameron, work engagement by Schaufeli & Bakker, psychological empowerment by Spreitzer & Mishra questionnaires. To evaluate reliability of the questionnaires we used Cronbach Alpha coefficient. The Kolmogorov-Smirnov, Pearson correlation and structural equation modeling (SEM) was used for data analyzing. The results showed that: psychological empowerment playing a mediating role in impact positive leadership on work engagement. positive leadership have significant impact on the psychological empowerment (0/43) and psychological empowerment have significant impact on the work engagement (0/32). Keywords: positive leadership, work engagement, psychological empowerment, managers, high schools.

The purpose of this study was to investigate the factors affecting the success of the staff of Imam Khomeini University of Maritime Sciences. perceived organizational support, and psychological empowerment were identified.

This is an applied research based on purpose and a descriptive-survey method. The study population consisted of 385 staff of Imam Khomeini University of Marine Sciences. Sample size was determined using Morgan table and 191 individuals were selected through random sampling. The research data were collected by a questionnaire and their reliability and validity were confirmed by calculating Cronbach's alpha and composite reliability, convergent and face validity by the professors and experts familiar with the subject. Data analysis was performed by smart pls statistical software.

Finings:

Statistical analysis showed that the effect of ethical leadership on psychological empowerment was equal to 0.59, the effect of ethical leadership on perceived organizational support equal to 0.70, the effect of perceived organizational support on perceived empowerment equal to 0.57 and The effect of perceived organizational support on employee success is 0.53.

The results show that ethical leadership influences on perceived organizational support and psychological empowerment, perceived organizational support affects on psychological empowerment and psychological empowerment influences on employee success.

Unintentional mistake is an indisputable part of organizational activities which employees are faced with on the way to doing their jobs. Organizational mistakes or failures have two totally contradictory aspects. On the one hand, they lead to negative outcomes such as losing time, producing defective products, and occurring accidents. On the other hand, they may result in positive outcomes such as organizational learning, innovation, and flexibility. There exists little empirical evidence on the nature of error management culture and its relationship with quality of work-life and psychological empowerment, especially in media organizations such as Islamic republic of Iran broadcasting (IRIB). This study accordingly seeks to investigate the effect of error management culture on the quality of work-life and psychological empowerment among radio deputy staff in IRIB.

Managers use of strategic intelligence improves teachers job performance and improving job performance as an important goal in education requires measures such as psychological empowerment of teachers.The purpose of the present research was to study the relationship between managers' strategic intelligence and psychological empowerment with female high school teachers' job performance in of education organization.Research method was descriptive-Corellation, statistical population included all female high school teachers in of Education Organization of Zahedan whose number was tantamount to 700 subjects. Morgan table was used for determining the sample size and 260 subjects were selected through simple stratified random sampling. McCoby's questionnaire of Strategic Intelligence (2015), Spritzer's questionnaire of psychological empowerment (1995) and Mirkamali & Karami's questionnaire of job performance (1395) were used for data collection, content validity was confirmed by the experts and the dependability of the questionnaires were calculated through Cronbach's alpha as 0.75, 0.79 and 0.72 SPSS23 were used for data analysis. The findings of the research suggested that there is a significant relationship between managers' strategic intelligence and psychological empowerment with female high school teachers job performance in district 2 of Zahedan Education Organization. There was also a relationship between the components of strategic intelligence and psychological empowerment with the components of job performance.