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the present research examines the impact of transformational leadership on innovative work behavior with the mediating role of individual-organization fit and knowledge sharing behavior in health system of Iran. This research is practical in terms of purpose and in terms of descriptive-survey method with emphasis on the correlation branch. The statistical population of the research is 204 employees of the Payambar-e Azam Hospital of Gonbad kavus city, of which 136 were selected as the sample size by simple random sampling. Factor loading, Cronbach's alpha, extracted variance and composite reliability were used to determine the reliability of the questionnaire, and convergent and divergent validity were used to determine the validity of the questionnaire. Data analysis was done at the descriptive level using SPSS22 statistical software and at the inferential level using the statistical technique of structural equation modeling using Smart-PLS3 software. The findings of the research showed that out of the total of six hypotheses, five hypotheses had a significance level of more than 1.96 and were approved, and one hypothesis had a significance level of less than 1.96, which was not approved. Based on the results of the research, there is a positive and significant relationship between transformational leadership and individual-organization fit, knowledge sharing behavior; Also, there is no positive and significant relationship between transformational leadership and innovative work behavior.Keywords: Transformational

The modern world has become highly competitive due to the spread of technologies and tools, as well as easier access to them. In rapidly changing and developing environments, knowledge is considered an important source of value creation that can lead to the development and maintenance of competitive advantage. Competitive advantage creates a unique organizational situation, enabling companies to utilize their capacities and resources, thereby differentiating themselves from competitors. For survival, organizations must acquire the necessary abilities and adapt to change. One of the critical resources for transforming and ensuring the survival of an organization, as well as achieving its goals and mission, is innovation and entrepreneurship. These factors provide the basis for competitive advantage and distinguish the organization from its competitors, aiding its survival in the current dynamic environment. The purpose of this study was to identify the antecedents of organizational entrepreneurship using a meta-analysis approach.

This research was applied in purpose, descriptive in application, and quantitative in data type. The research population consisted of articles published in scientific journals in the field of organizational entrepreneurship in Iran from 2011 to 2024. Among them, 55 articles were included in the meta-analysis process, selected through a non-random purposive sampling method. The selected studies were analyzed using CMA2 software (Comprehensive Meta-Analysis Software). The reliability of identification was ensured through the agreement of referees in selecting and categorizing the research, the reliability of coding was ensured through agreement among reviewers on the use of specific concepts for coding variables, and the reliability of the significance level and effect size was ensured through agreement between two meta-analysts in measuring effect size.

The findings showed that, among the antecedents of organizational entrepreneurship, intellectual capital (0.886), knowledge absorption capacity (0.802), organizational agility (0.753), organizational intelligence (0.743), spiritual leadership (0.737), servant leadership (0.682), creative atmosphere (0.632), organizational health (0.622), quality of work life (0.608), cultural adaptability (0.587), organizational structure (0.554), marketing capability (0.516), and social capital (0.508) had high impact sizes (above 0.5). 

The variables of intellectual capital, knowledge absorption capacity, organizational agility, organizational intelligence, spiritual leadership, servant leadership, creative atmosphere, organizational health, quality of work life, cultural adaptability, organizational structure, marketing capability, and social capital are the most significant elements of organizational entrepreneurship. This meta-analysis can help make planning to promote organizational entrepreneurship more precise and operational. Instead of planning for a wide range of antecedents, efforts can focus on the variables with the greatest importance.

  In defining wisdom, the Berlin school emphasizes specialized knowledge to judge and advise on complex issues and basic life actions. Therefore, it is necessary to deal with the basic issues of life from the point of view of wisdom. Beyond knowledge, wisdom can combine feelings, experience, creativity, and knowledge so that the actions of organizations benefit everyone and society. Since wisdom seeks "public good" and to achieve "public good" one must change and go beyond common approaches, this structure can play a positive role in organizational transformation and especially transformational leadership. Some researchers have also suggested that wisdom may promote positive forms of leadership toward the well-being and development of followers and organizations. The present study was conducted to investigate the effect of wisdom from the perspective of the Berlin school and also the role of narcissism on transformational leadership.

Design/Methodology/Approach: 

The current research is based on the philosophy of positivism with an inductive approach. The research method was a survey at a specific time. The statistical population of the research is 870 employees of public offices in Malayer city; 266 people were selected based on the Krejcie and Morgan table, using the sampling available method. A questionnaire, according to the Likert scale, was used to check the hypotheses. The instrument's reliability was confirmed using Cronbach's alpha coefficient and its construct validity was confirmed using SmartPLS software. Also, the findings were analyzed using SmartPLS software and a path analysis model.

 The research results showed that wisdom variables have a significant effect on transformational leadership. That is, rich factual knowledge about life, rich procedural knowledge about life, Lifespan contextualism and recognition and management of uncertainty have a positive and significant effect on transformational leadership. The results also showed that the relativism of values and life priorities had a negative and significant effect on transformational leadership. Also, narcissism had a negative and significant effect on transformational leadership. Therefore, it can be said that wisdom is intertwined with transformation and one of the ways of transformation in organizations can be the use of the structure of wisdom, of course, if narcissism does not find its way into it.

 Wisdom plays a crucial role in facilitating transformational leadership within organizations. Leaders who possess wisdom, characterized by deep knowledge of both personal and organizational life, are better able to understand themselves, others, and the dynamics of human relationships. This understanding allows them to guide their employees effectively, fostering growth, development, and positive organizational change. Such leaders are adept at motivating their followers by considering all necessary factors, which leads to greater employee engagement and organizational transformation. Leaders with a sense of lifespan contextualism—a comprehensive understanding of past and present life situations—are particularly effective in shaping the future of their organizations. This ability to draw on past experiences to inform future decisions enhances their leadership, especially in transformational contexts. When followers recognize this wisdom in their leaders, they are more likely to embrace and actively contribute to transformational initiatives. The ability to navigate ambiguity and uncertainty is also a key trait of transformational leaders. Those who can make clear decisions in uncertain situations and confidently manage organizational change are more likely to succeed in driving transformation. Additionally, leaders who are aware of uncertainty and can respond effectively, regardless of other differences, demonstrate stronger transformational leadership behaviors. While leaders who embrace relativism and cultural flexibility can foster inclusivity, excessive tolerance in difficult situations may undermine their effectiveness. Furthermore, narcissistic leaders, who focus on their own self-interest, are unlikely to succeed in transformational leadership roles. Their followers are less likely to be influenced by their leadership, undermining the success of transformation efforts. In conclusion, wisdom, the ability to handle uncertainty, and a balanced approach to flexibility are key factors that enhance transformational leadership.

Today's evolving business world has a wide and narrow competition between the players of every industry. To compete in these conditions, the success of any company depends on the degree of cohesion and innovation of the teams within it. Leading business teams depends on the leadership style of that team. Therefore, companies need creativity and innovation to survive. This research aims to investigate the role of entrepreneurial team leadership style and team motivation on entrepreneurial teams creativity. The statistical population of the research was all the knowledge-based companies located in science and technology parks in Tehran, and the sampling method was carried out according to the survey research method. The data collection method was a standard questionnaire that was distributed face-to-face and online. Data analysis was done by modeling structural equations and through Imus software. A total of 204 questionnaires were examined. Analytical results showed that the investigated scales have good reliability (Cronbach's alpha and composite reliability) and validity (divergent and convergent validity). The fit indices of the measurement and structural model indicated that the research data are consistent with the theoretical model of the research. Also, the structural model of the research showed that transformational leadership has an effect on team creativity and also that intra-team motivation plays a mediating role. Therefore, companies can take appropriate actions in order to develop team creativity and innovation through transformational leadership style and increasing motivation within the team. In addition, the role of internal team motivations is very important and fundamental in the relationship between leadership style and team creativity.

Transformational leadership has emerged as a new approach in the leadership landscape and has provided the basis for creating and promoting individual and organizational effectiveness by prioritizing changes in the organization.

the aim of this study is to identify the consequences of transformational leadership using meta-analysis.

This research is a meta-analysis in terms of practical purpose and method. The research community included articles published in scientific and research journals on transformational leadership from 2006 to the spring of 2022, of which 95 entered the meta-analysis process using a targeted non-random sampling method as an example. The research was analyzed using CMA2 software.

The findings showed that among the consequences of transformational leadership 0.19% had an effect of less than 0.3; 0.31% had an effect between 0.3 and 0.5; and 0.50% had a high effect of 0.5.. The results also showed that among the consequences of transformational leadership, the variables of work attachment (0.962), job satisfaction (0.860), job performance (0.825) and structural empowerment (0.820) had large effects, respectively.

According to the results, transformational leadership, as a leadership style, has specific consequences and impacts on many individual and organizational variables and should be considered by managers.

The aim of this study was to evaluate the effect of transformational leadership on job performance, burnout and employees loafing behavior with mediating role of intrinsic motivation. This study was a descriptivecorrelation based on gathering information and an applied research based on its porpuse. The statistical population of research consists of all managers and employees of Iran Khodro Co. in Tehran in a number of 337 employees. Referring to Cochran sampling formula a number of 180 individuals were selected in a random way and validated questionnaires of study distributed among them. To measure the variables we used the questionnaires which those validity assessed by experts and its reliability evaluated by Cronbach’s alpha coefficient. Data of research was analyzed by structural equation models. Findings showed that transformational leadership had a direct effect on employees’ intrinsic motivation and job performance and had a significant and inverse effect on employees’ loafing behavior, while its effect on burnout was not significant. The results also showed that employees’ intrinsic motivation had a significant inverse effect on burnout and loafing behavior, while its effect on employees’ job performance was not significant. Also, the results of the test of the mediating effect of intrinsic motivation in the relationship between variables showed that transformational leadership through intrinsic motivation of employees has an effect on burnout and loafing behavior of employees.

This study was done with the aim of drawing a scientific mapping of transformational leadership research and the mediating role of knowledge sharing behavior in the relationship between transformational leadership and the fit of the individual and the organization with the innovative work behavior of school teachers in Euclid city. The statistical population of this research is made up teachers of Euclid city, whose number is about 1300 people. In order to select the sample size, a sample of 296 people was selected using the Cochran formula. In order to measure innovative work behavior, knowledge sharing behavior, transformational leadership and person-organization fit, Sudbijo and Pramiswari (2021) questionnaire was used. The reliability of the questionnaire was examined and confirmed by Cronbach's alpha coefficient and composite reliability and its validity by construct and content validity. Research hypotheses were analyzed using the structural equation modeling technique. The results of the research indicated that transformational leadership has a positive and significant effect on innovative work behavior, knowledge sharing behavior, and individual organizational behavior. Also, knowledge sharing behavior has a positive and significant effect on innovative behavior. The fit of the individual to the organization has a positive and significant effect on knowledge sharing behavior, but not on innovative behavior. Also, knowledge sharing behavior plays a mediating role in the relationship between transformational leadership and the fit of the individual and the organization with innovative work behavior.

The Purpose of this Research is to Investigate the Role of Transformational Leadership in Increasing the Working Health of Employees. This Research is Applied and Correlation Research. The Statistical Population of the Research Consists of the Managers of Private Companies in Tehran, Using Morgan's Table, 80 People Were Selected as a Sample by Simple Random Method. The Research Data Was Collected Through a Researcher-Made Questionnaire, the Validity of Which Was Confirmed by the Professors and the Reliability of the Instrument Was Confirmed by Measuring the Cronbach's Alpha Coefficient.In Order to Analyze the Collected Data, Descriptive and Inferential Statistical Methods Have Been Used. The Findings of the Research Indicate that There is a Positive and Significant Relationship Between Transformational Leadership (Including Ideal Influence, Mental Persuasion, Inspirational Motivation, and Individual Attention and Considerations) and Increasing the Work Health of Employees.Today's World is the World of Organizations and Human Resources are Considered the Most Valuable Organizational Resource. Human Resources Give Meaning and Meaning to the Organization and Provide the Grounds for the Realization of Organizational Goals .

Transformational leaders have a significant impact on the success or failure of organizations by resorting to organizational innovation and functional readiness. To understand this issue, the current research was conducted with the aim of determining the impact of transformational leadership on financial performance with the mediating role of organizational innovation and functional readiness.

The current research is an applied reserch in terms of usage and is an descriptive-survey research in terms of purpose. The statistical population of the research included 5 software companies in the cities of Karaj and Tehran. A standard questionnaire was used to collect data. Questionnaires were randomly distributed among 317 sample members. The reliability of the measurement tool was confirmed using Cronbach's alpha coefficient and its validity was confirmed through convergent validity. In this research, structural equation modeling and partial least squares method were used for data analysis, research hypothesis testing and model fitting.

Transformational leadership has an effect on functional readiness and organizational innovation. Organizational innovation has an impact on financial performance and functional readiness. Functional readiness also affects financial performance. Also, the mediating role of organizational innovation and functional readiness in the impact of transformational leadership on financial performance was confirmed.

Bosed on research findings, managers realize the importance of transformational leadership and use this style to create transformation and innovation in the organization. Also, organizations implementing a transformational leadership style and creating innovation and competitive advantage of organizations will lead to the development and growth of the organization and help to improve the company's financial performance

Today's dynamic business environment is the driving force of organizational agility, transformational leadership and strategic intelligence, and organizations need components to understand environmental change and then respond quickly and efficiently. The purpose of this research is to provide a model of organizational agility and transformational leadership Paying attention to the moderating role of strategic intelligence of the managers of Iran Oil Terminals Company.

This research has a mixed approach (qualitative and quantitative) and the means of gathering information is referring to documents, interviewing experts and questionnaire. They were selected purposefully and the interviews were reviewed and coded using thematic analysis method.

The results of open coding lead to the extraction of 108 primary codes, 35 basic themes and 13 organizing themes, including the creation of a dynamic organizational landscape, transformation in cultural values, the creation of a relationship between individual and collective interests in the organization, and the improvement of the adaptability capacity of followers. , agility in leadership, agility in processes and technology, agility in employees, agility in culture, agility in service delivery, intelligence of human resources, intelligent design of processes, intelligence of macro environment and intelligent financial resources.

In today's unpredictable and changing business environment, superiority in competition is the main goal of any organization, and to face unpredictable, constant and unprecedented changes, organizational agility, transformational leadership and strategic intelligence are the most important requirements for overcoming challenges. which should be given special attention.

The purpose of this research is to identify the job preferences of the fourth generation employees, the dimensions, components and characteristics of the fourth generation human resources management specific to this generation and to prioritize the recognition of these preferences for the organization's leaders and human resource managers in the organization. It is of vital importance. In terms of results, this research is considered to be a developmental research, in terms of its purpose,it is an applied research. The indicators related to the fourth generation management of human resources in Iran's government organizations were identified and prioritized based on Delphi analysis and then based on structural-interpretive analysis. The value system factor was placed in the autonomy variable group,it was also determined that indicators such as payment system, job promotion, and communication system are included in the group of dependent variables, and leadership style indicators and feedback system are in the group. The independent variables are placed. Based on the results of this research, the payment system and the feedback system are among the most important motivational factors of the fourth generation of human resources, which managers should consider in designing and establishing a management model and an effective leadership style

The current study aimed at presenting a model of human resource improvement with a transformational leadership approach in the education organization of Tehran Province. It was a descriptive study. The statistical population of this study consisted of the principals and deputies of the education organization in Tehran Province. The sample size was 320 people who were selected through simple random sampling. The data were collected by a human resource improvement with a transformational leadership approach questionnaire, which was developed during a qualitative study. The reliability of the instrument was calculated through Cronbach's alpha (r = .87). The data analysis, using confirmatory factor analysis method and structural equation model, revealed that the proposed model has a good fit. As a result, relying on the components of the model, the characteristics of transformational leadership can provide the basis for improving human resources in organizations.

The purpose of this study was to investigate the impact of transformational leadership on attitudes toward change through organizational innovation and organizational learning. The present study was applied in terms of purpose and correlational in terms of how to collect descriptive information. The statistical population of the present study consisted of all faculty members of Islamic Azad University, South Tehran Branch, 554. 226 people were selected through Cochran sampling formula as a sample through stratified sampling method appropriate to the volume. And structures were examined and after the necessary terms validity was confirmed and on the other hand the reliability of the questionnaires by Cronbach's alpha method to (0.93) and (0.81), (0.85) and (0.92) Data analysis was performed at the inferential level, including structural equation modeling. The research results showed that transformational leadership through organizational learning has a positive and significant effect on attitudes to change with a coefficient of this effect of 0.44 And through organizational innovation has a positive and significant effect on attitudes to change, the coefficient of this effect is 0.55 and also It has a direct positive effect on the attitude to change and the coefficient of this effect is 0.66.

The purpose of current research is to investigate effect of transformational leadership on organizational citizenship behavior: the role of identification, Work engagement, psychological empowerment and Proactive personality. The statistical population of this research is employees of Agricultural Jihad Organization of Isfahan Province, that With Cochran's formula, a sample of 162 people was selected. research method is descriptive -survey, and the tool for collecting information is the use of the standard questionnaires. Its validity was checked based on factor of confirmatory analysis and its reliability was checked by Cronbach's alpha method and composite reliability. results of the current research show that transformational leadership has a positive and significant effect on organizational identification, Work engagement, and psychological empowerment, therefore, although transformational leadership does not directly have a significant effect on organizational citizenship behavior; However, with the existence of mediating variables of organizational identification, Work engagement and psychological empowerment, this effect becomes significant. Also, the effect of organizational identification, Work engagement and psychological empowerment on organizational citizenship behavior have positive and significant, and proactive personality plays a role in the relationship between transformational leadership on Work engagement and organizational identification and It acts as a moderator and cause of strengthens these two relationshipsIntroduction  Today, the key to the success of organizations is the creation and development of organizational citizenship behavior among employees. The concept of organizational citizenship behavior in the field of organizational behavior emerged two decades ago and continues to develop. This issue is critical and essential for service organizations, such as the Agricultural Jahad Organization, whose activities depend highly on human resources (Sartika et al., 2020). Organizational citizenship behavior is a preferred extra-role and extra-task behavior of employees that promotes the success of organizations (Gammoh et al., 2021). Therefore, considering the importance of organizational citizenship behavior, it is necessary to conduct more research on the mechanisms that influence it; Therefore, the current research has addressed the issue of whether the relationship between transformational leadership and organizational citizenship behavior may be mediated by the concepts of organizational identification, work engagement and psychological empowerment of the employees of the Isfahan Agricultural Jahad Organization and also whether the proactive personality of the employees of the Agricultural Jahad of Isfahan strengthens the effects of transformational leadership on organizational identification and work engagement or not?Materials and MethodsThe statistical population of this research is employees of the Agricultural Jahad Organization of Isfahan Province (280 people). With Cochran's formula, a sample of 162 people was selected. The research method is a descriptive -survey, and the tool for collecting information is standard questionnaires. The data gathering tools in this research are the transformational leadership standard questionnaire of Afsar et al. (2019), the organizational identification standard questionnaire by Su & Swanson (2019), the work engagement standard questionnaire by Schaufeli & Bakker (2004), the employee psychological empowerment's standard questionnaire of Spreitzer (1995); proactive personality's standard questionnaire of Akgunduz et al. (2018); and organizational citizenship behavior's standard questionnaire of Organ (1988). In order to check the validity of the questionnaires, in addition to the content validity, which management professors and experts confirmed, the validity of the questionnaires was also checked from the index of factor loadings. The reliability of the questionnaires was calculated using the two methods of Cronbach's alpha coefficient and composite reliability and confirmed the reliability of the validity of the research instrument. Discussion and ResultsThe findings of the current research show that transformational leadership has a positive and significant effect on organizational identification, work engagement, and psychological empowerment; therefore, although transformational leadership does not directly have a significant effect on organizational citizenship behavior; however, the existence of mediating variables of organizational identification, work engagement, and psychological empowerment, this effect becomes significant. Also, the effect of organizational identification, work engagement, and psychological empowerment on organizational citizenship behavior has positive and significant, and proactive personality plays a role in the relationship between transformational leadership on work engagement and organizational identification. It acts as a moderator and causes of strengthens these two relationships.ConclusionsAccording to the results of this research, it was found that by using the social identity theory, social exchange theory and self-concept theory, the transformational leadership style in the organization increased the employees' perception of the organizational identity and made them feel more attached to their jobs and also the power distance decreased and felt more empowered in his self-concept, and thus these cases increased organizational citizenship behaviors in the employees of the Agricultural Jahad Organization of Isfahan; Therefore, according to the dynamics of the environment, the managers of the agricultural jahad organization should pay attention to the transformational leadership style as one of the best management styles that create and manage changes in the organization and try to manage their employees with this leadership style, and value the development and participation of employees in organizational decision-making and encourage creativity and acceptance of challenges as part of their work so that a sense of purpose is created in people and developed beyond the standards, and as a result, employees also, transfer their ideas and insight to other members.

The present study was conducted to investigate the effect of transformational leadership on work engagement with the mediating role of structural empowerment. The study in terms of purpose is practical and in terms of methods of data collection is survey from group of descriptive researches. The statistical population  is staff  employed  at  deputy  for  management  development  and    resources  of  Ministry  of  Economic  Affairs  and  Finance  200  persons, the  number  of  sample is 80 persons. The tool of data collection is questionnaire of transformational leadership provided by Rafferty & Griffin (2004) and questionnaire of structural empowerment provided by Jáimez Román & Bretones (2013) and questionnaire of work engagement provided by Schaufeli et al. (2006). Data analysis was performed with Structural Equation Modeling approach (SEM) with partial least squares method through Smart-PLS3 software. The findings of this study showed that proposed research model is validated and based on it; transformational leadership has led to structural empowerment and this has an impact on work engagement. Also, structural empowerment variable plays an intermediary role in the relationship between transformational leadership and work engagement.IntroductionThe present study investigated the effect of transformational leadership on work engagement with the mediating role of structural empowerment.Materials and MethodsThe study, in terms of purpose, is practical, and in terms of data collection methods is a survey from a group of descriptive researchers. The statistical population is staff employed as deputies for management development and resources of the Ministry of Economic Affairs and Finance 200 persons, the number of the sample is 80 persons. The tool of data collection is the questionnaire on transformational leadership provided by Rafferty & Griffin (2004), and questionnaire on structural empowerment provided by Jáimez Román & Bretones (2013), and the questionnaire on work engagement provided by Schaufeli et al. (2006). Data analysis was performed using the Structural Equation Modeling approach (SEM) with the partial least squares method through Smart-PLS3 software.  Discussion and ResultsThe findings of this study showed that the proposed research model is validated, and based on it, transformational leadership has led to structural empowerment, which impacts work engagement. Also, the structural empowerment variable is an intermediary in the relationship between transformational leadership and work engagement.ConclusionsThese findings can help managers use the interaction between these constructs to develop training programs that increase work engagement. On the other hand, the effect of improving transformational leadership abilities among leaders not only increases employee engagement but also increases their performance, which is considered a bonus for the organization.

Today, complexity and dynamism are an undeniable part of organizations' environment. The theory of dynamic capabilities, which is presented in order to respond as best as possible to these environmental changes, has found an important place in the literature of strategic management. Although the role of leadership in organizations is receiving more and more attention, few researches have addressed the impact of the role of leaders and their leadership style in advancing the organization's strategies and developing dynamic capabilities. Transformational leadership is known as one of the leadership styles that plays an important role in motivating employees and improving their performance and job satisfaction. Therefore, the current research identifies the impact of transformational leadership style on the development of dynamic capabilities of the organization. Transformational leadership actions allow organizations to improve their performance while competing in a turbulent and unpredictable environment. This research is descriptive-survey type. To collect data, the multi-factor leadership questionnaire of Bernard Bass and Bruce Avolio has been used. To determine the sample size, Morgan's table was used for limited communities and 123 questionnaires were collected from the employees of the organization. Data analysis was done by structural equation method using Lisrel software. The results of this research show that transformational leadership (including the dimensions of rational, emotional motivation, individual preferences and favorable effects of characteristics and behavior) has a positive and significant impact on the development of the organization's dynamic capabilities. Based on this, in order to develop the dynamic capabilities of the organization, it is necessary for the managers of the organizations to pay more attention to the transformational leadership style and to be active and diligent by using appropriate methods to strengthen it in the organization and take more effective steps in this area and take related actions. to do

Transformational leadership, workplace spirituality and employee creativity are important issues in organizational management. The purpose of this study was to investigate the impact of transformational leadership on employee creativity with the mediating role of workplace spirituality. The present applied study was a descriptive-correlational one, conducted with a sample of 135 prevention police managers of Qom Disciplinary Command. Stratified simple random sampling method was used to select the sample. To collect the data, three standard questionnaires, including Bass et al. (2003), Torrance (1963) and Milliman et al. (2003) and to analyze the collected data, correlation coefficient tests, confirmatory factor analysis and structural equation modeling were employed. The reliability of the instruments was checked using Cronbach's alpha and the validity of all components of the questionnaire was verified first through the formal method and then the confirmatory factor analysis. The findings showed that transformational leadership, has a positive direct effect on workplace spirituality (0.61) and on employee creativity (0.73) at a significant level of 0.001. Also, it was found that transformational leadership through workplace spirituality has an indirect significant effect (0.49) on employee creativity. Additionally, the results indicated that transformational leadership through workplace spirituality explains 0.31 of the changes in employee creativity at a significant level of 0.05 and therefore the application of transformational leadership style for the police managers of Qom Disciplinary Command is suggested to promote workplace spirituality and employee creativity.

Given the role of the university in the development of society and the training of efficient and creative human resources, university administrators should pay special attention to faculty members and while providing the appropriate infrastructure; they should be encouraged to connect with industry and come up with new ideas for community development. Therefore, the purpose of this study is to investigate the effect of managers' transformational leadership on organizational voice and strategic entrepreneurship of faculty members of Persian Gulf University. The present study is a descriptive-survey research in terms of method and strategy. The sampling method was cluster sampling and available sampling. The statistical population of the study includes 230 active faculty members of Persian Gulf University. The sampling method was clustered and the sample was available to 170 people. This research is based on structural equation modeling and SPSS22 and SMART PLS3 statistical software have been used to analyze the data obtained from the questionnaires. The validity of the research instrument was assessed using the validity of content and structure. Also, in order to measure the reliability of the research instrument, Cronbach's alpha coefficient was used, which was calculated higher than 0.7. The results of the analysis of research hypotheses show the positive and significant impact of transformational leadership on strategic entrepreneurship and also the positive and significant impact of transformational leadership with the role of organizational voice mediation on strategic entrepreneurship.