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The present study was conducted with the aim of identifying effective leadership styles in turbulent environments based on a qualitative approach and systematic review method. All scientific documents found between the years 2017 to 2024, totaling 12,900 scientific documents, constitute the research community, which were found in 8 foreign databases and 2 domestic databases. The systematic review was conducted based on the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines. Ultimately, after reviewing the title, research method, and findings, 30 studies were selected for scrutiny. In order to control the research quality and evaluate the findings, expert feedback was seeked in the selection process, analysis of articles, and also the CASP tool. Document analysis was carried out with high precision and documented. The results showed that 3 leadership styles consist of transformational, adaptive, and servant leadership have been recognized and recommended as effective leadership styles in turbulent conditions.Also, besed on analysis, the results show that transformational leadership style is composed of 18 components, adaptive leadership consists of 9 components and 4 components have formed the servant leadership style.

People from different generations tend to have different views about the world of work. Especially generation Z employees may not have the same mindset as their peers. The present study reviewed the results of the studies conducted on generation Z leadership in organizations. This research is qualitative, applied, interpretive and inductive. Its information sources are articles published about the leadership of generation Z, in two databases, Scopus (Elsevier) and the Institute of Information Sciences, Science Network (Thomson Reuters). The selection of articles is based on the use of the considered indicators. The validity of the research was evaluated using the standard CASP checklist and its reliability was also evaluated and confirmed with the help of Cohen's kappa index. After combining the results of the reviewed studies, a model for generation Z leadership in organizations is presented. This model is formed from the two dimensions of valuing and personal development. Based on this, leadership in Generation Z is categorized into four styles: Servant, Coaching, Democratic and Transformational. The difference in leadership styles depends on the importance of each of the two identified dimensions. This model can be a basis for adjusting the behavior of leaders according to the characteristics of the generation and leadership requirements. The effective leadership of Nesl Zed involves the correct typology of leadership styles and its compatibility with all conditions. However, presenting a single version of Generation Z leadership is a difficult task due to the different platforms, which can be harmful at the same time.

A harmful factor in the organization is a lot of tension and stress between employees. Stress in the workplace has various causes, but one of the most important ones is the leadership style and knowledge management method in the organization. The current research seeks to determine the level of job stress in the Nazaja headquarters and analyze its relationship with leadership and knowledge management.In terms of the purpose of this study, it is practical and in terms of method, descriptive-correlation type. This research is based on simple random sampling method. To measure the research questions, one-sample T-tests, linear regression and one-way analysis of variance were used by SPSS 27 software.The findings show that the knowledge management of managers in the headquarters is not in a good condition and is below the average. Also, the linear regression test shows that knowledge management predicts a high level of leadership style changes and job stress and has a direct relationship with these two variables. On the other hand, there is no significant difference in the knowledge management of managers with their different levels of education, age and experience.The result of the study shows that in order to reduce the level of stress in the headquarters of Nezaja, the method of knowledge management and the leadership style of managers must be changed. So, by determining the indicators of these three variables, managers can easily make an accurate assessment of the implementation process and organization according to the indicators.

This research was conducted with the aim of investigating the effect of leadership styles of managers on the academic performance of students in secondary schools in Tabriz. In this study, descriptive-correlation research method was used. The statistical population included all principals and students of secondary schools in Tabriz city in the academic year 1402-1403. A sample of 250 managers and 1000 students were selected using multi-stage cluster sampling method. The research tools included the Multifactor Leadership Style Questionnaire (MLQ) and students' academic performance scores. Data were analyzed using Pearson correlation and multiple regression statistical tests. The results showed that there is a positive and significant relationship between managers' transformational leadership style and students' academic performance (r=0.68, p<0.01). Also, the transformational leadership style could explain 46% of the variance of students' academic performance. The findings of this research can be used in educational planning and development of leadership skills of school principals.

The purpose of this research is to provide a model to break the defensive silence of creative employees in government organizations. In terms of purpose, the present research is applicable, and a mixed exploratory research of qualitative-quantitative type. The statistical population in the qualitative part of the research includes 20 experts (university professors and researchers familiar with the research topic) and managers and deputies of government organizations, and the statistical population in the quantitative part includes 345 people of managers and deputies and experts of government organizations in Ilam province. The sampling method in the qualitative part is a purposeful judgment, and in the quantitative part it is a cluster sampling method. The collection tool in the qualitative part is open interviews with experts; and in the quantitative part, a researcher-made questionnaire. For data analysis, theme analysis and fuzzy Delphi technique were used in the qualitative part, and structural equations were used in the quantitative part. A total of 94 sub-themes and 20 main themes were identified. The 20 main themes that have been identified as influencing factors on breaking the defensive silence of creative employees in government organizations are: facilitating policies, motivational factors, job security, collaborative management, governance of meritocracy, leadership style, improvement of individual skills, organizational learning, strengthening professional ethics, quality of relationships, health of relationships, mutual trust, spirituality in the workplace, creative and critical atmosphere, cooperation culture, consulting and positive organizational psychology, reducing psychological pressures, creating attitudinal changes, changing organizational strategies, and strengthening strategic thinking.

Increasing digitalization has faced the world of today's organizations with new challenges. The main goal of the current research was to present a leadership model suitable for the digital age in government organizations with a future-research approach.

To achieve this goal, the researchers used a mixed sequential exploratory approach, so that in the qualitative stage, using the content analysis method, the factors affecting leadership appropriate to the digital age and their consequences through semi-structured interviews with experts including Six main categories and nineteen subcategories were counted.In the quantitative phase, the classical Delphi method was used to validate the calculated factors.In this phase, a questionnaire based on the factors calculated in the qualitative phase was designed and distributed among12 academic experts.The use of statistical methods such as Kendall's correlation coefficient and measures of tendency towards the center and away from the center were analyzed.

The findings showed that experts on the leadership model suitable for the digital age in government organizations with a future research approach including future trends (macro trends and organizational trends), leadership challenges in the digital age (legal political challenges, environmental, social and economic),extra-organizational factors (technological, social, economic, political and legal environment), leadership competencies appropriate to the digital age(knowledge and awareness, skill and ability, and attitude and vision),leadership functions appropriate to the digital age(management of organizational culture,organization strategy, management of organizational processes and human resources) and organizational and social consequences reached a consensus.

This research can be useful for the management and leadership of government organizations in the digital era.

This study sought to investigate the influence of newly-emerged leadership styles, that is, servant leadership, authentic leadership, and patriarchal leadership on the psychological capital and occupational behavior of hotel staff in the Iranian cities of Sareyn and Ardabil. To this end, the population of the study comprised 312 hotel staff, out of whom 255 people were selected via convenient sampling. The required data were collected through a standard questionnaire which was administered online. The collected data were then analyzed through SPSS software and LISREL software using the structural equation method. The findings proved that all three leadership styles investigated in this study influenced the hotel staff’s psychological capital and occupational behavior. Furthermore, the staff’s occupational participation was found to be effective in the provision of extra-role services to the customers. It can thus be argued that the intended novel styles of leadership increase individuals’ psychological capital and occupational participation. Therefore, organizations, especially those involved in tourism and accommodation, should try their best to adopt such leadership styles.

Knowledge is always considered a valuable asset and strength for organizations, and its achievement is a competitive advantage for organizations. Just as sharing knowledge has positive consequences for the organization, knowledge hiding can have destructive effects on the organization's performance in various aspects. It is necessary to encourage the factors that reduce the knowledge hiding behavior of employees, and one of the strongest factors of this is the leadership in the organization. The aim of this study is to systematic review the impact of different leadership styles on knowledge hiding with a meta-analytical approach. From a total of 167 articles that were obtained in the initial search from reliable scientific information and citation databases, 24 articles were finally selected for meta-analysis based on the protocol clauses. The analyzes show that according to the heterogeneity of the reviewed studies in relation to the research hypotheses based on the random effect size, the effect of all leadership styles on knowledge hiding is confirmed. Also, the results of the fail-safe N test show the stability and immutability of the results of this research. The results of this research show that ethical, altruistic, knowledge, inclusive and empowering leadership styles have a negative effect on knowledge hiding and exploitative leadership style has a positive effect on knowledge hiding.

One of the vital drivers of excellence and transformation of organizations is the leadership. Knowing how leadership is exercised by outstanding leaders with extraordinary performance and achievements can help to develop this superior capability in various organizations. This research has been done with the aim of conceptualizing and designing a quiddity-oriented model of Shahid Mansour Sattari's leadership style. This research is applied, interpretative and inductive, and has been done with a qualitative approach. The data purposefully selected analyzed through Glaserian Emerging Grounded Theory. The provided model consists of three main interconnected layers. The first layer shows his practices of leadership, which includes the main categories of arena-based leadership, modeling the way, human resource empowerment, and encouragement. The second layer (transformational and innovational leadership) represents the most important distinguishing features of his leadership and the result of the first layer. Transformational leadership includes the categories of challenge-orientating, continuous transformation and excellence, infrastructural and institutional transformations, and cultural transformation. Innovative leadership also includes creative removal of limitations, optimal utilization of capacities, promotion of creativity and innovation, and innovative achievements. The third layer of this leadership style is visionary, which represents how to draw and share the ideal of national and organizational self-sufficiency, organizational excellence, and scientific and technological self-sufficiency in order to promote air power and national authority. Accordingly, Shahid Sattari's leadership style represents a model that has been able to make significant innovative and transformational achievements in line with the vision of self-sufficiency. This leadership style has been successful and effective both in crisis situations and during organizational transformation and improvement. The promotion and application of this model can provide valuable knowledge for the development of the leadership ability of managers and help to understand how to achieve extraordinary results by organizational leaders.

The extensive range of leadership and management styles has been proposed by many thinkers and scholars over the years. Organizations, to cope with internal and external threats, need to identify the strengths and weaknesses of their cultural aspects and work on their improvement. Therefore, the aim of this research is to investigate the laissez-faire leadership style and its relationship with promoting organizational culture in knowledge-based industrial companies in Tehran. This research is an applied survey in terms of its goal. The statistical population of the study includes all employees of knowledge-based companies in Tehran (11,800 individuals), and the samples were randomly selected from among the employees of knowledge-based industrial companies in Tehran. Data were collected using the Katorn participative leadership style questionnaire (25 items) and the Denison organizational culture questionnaire (36 items). The reliability of these questionnaires was confirmed with Cronbach\'s alpha, which was 0.86 for the Katorn participative leadership style questionnaire and 0.91 for the Denison organizational culture questionnaire. According to the findings of this research, there is a significant relationship between laissez-faire leadership style (justice, participation, responsiveness, and ownership) at the significant level of 0.01 (p = 0.000 < 0.01) with the promotion of organizational culture in employees of knowledge-based industrial companies. It can be concluded that the laissez-faire leadership style with its four components (justice, participation, responsiveness, and ownership) enhances organizational culture, motivation, and performance in employees of knowledge-based industrial companies.

The effective execution of organizational strategy remains a fundamental challenge for both managers and management researchers. In the realm of strategy research, insufficient attention has been given to achieving a harmonious equilibrium between organizational components and the perceptions of strategy hindrances held by strategists, namely CEOs and senior managers. This perspective focuses on strategy as a dynamic "action" resulting from the daily activities of strategists within the organizational context. Given that strategy failures can result in a squandering of organizational resources, addressing this issue is of paramount importance. This research aims to identify obstacles to strategy implementation as perceived by the senior management team of a government-owned agricultural and industrial company in Iran. The authors employ the McKinsey model as a theoretical framework to scrutinize the failure of strategy implementation, dissecting the constituents of each model factor through the lens of senior managers.

This research adopts a qualitative approach, specifically an exploratory case study utilizing an embedded methodology. Semi-structured interviews were employed to collect qualitative data, enabling the researcher to gain in-depth insights into the research topic while systematically gathering data. Subsequent interviews were conducted to obtain further data or clarifications until thematic saturation was achieved after the 21st interview. The resulting data underwent open coding. Triangulation of data was performed using observations and secondary data sources, including the organization's website, annual reports, quarterly meeting minutes, strategies, policies, mission statements, and goals.

Identified codes encompassed both negative and positive impact codes. Regarding the effects of these codes on strategy implementation, 155 codes were identified with a negative impact, 29 codes with a positive impact, 4 codes with a dual impact, and 16 notes (comprising questions and ambiguities). These codes were ultimately categorized into 21 distinct categories and organized into five overarching themes. Some noteworthy categories include organizational background, entrepreneurial spirit, collaborative planning, employee disengagement, conflicts of interest and opinions between middle and senior managers, issues with strategy formulation, managerial incompetence, financial challenges, leadership frustration, chronic understaffing, and a lack of commitment, among others. The resulting themes encompass leadership style, structural and systemic problems, skills, personnel, and strategy.

This study scrutinizes the dimensions of the McKinsey model from the perspective of senior and middle managers, ultimately pinpointing challenges in strategy implementation. Foremost among these challenges is the absence of "common values." Issues such as representation, leader frustration due to misalignment with middle managers, and feelings of injustice between line managers and staff contribute to convoluted and conflicting communication within the organizational hierarchy. Within the middle management layer, direct leader involvement in their affairs, occasionally bypassing them, and the repressive approach of middle managers compound confusion, feelings of injustice, and diminished motivation. The lack of skill among middle managers in managing these situations further exacerbates employee apathy. The research findings underscore that successful strategy execution necessitates more than just a sound formulation method. All seven components of the organization must achieve harmony and balance for successful strategy implementation to occur.

Context: 

In today's era, organizational success requires a change in functions, especially a change in management styles and its management, among which the role of spiritual leadership is very prominent, so that people enthusiastically carry out their activities. To achieve organizational goals.The goal is to identify, explain and develop the style of spiritual leadership from the perspective of the Qur'an, so that it can help the training and perfection of human capital in organizations.

This research used inductive qualitative content analysis method, ijtihad method and interpretation method to collect information and analyze data.

Spiritual leadership with a Quranic approach has 5 categories: vision, altruism, hope and faith in work, organizational commitment and productivity, for which 25 verses have been extracted from the Quran.

Spiritual leadership is important from the perspective of the Quran and its presence in the organization motivates people and leads to spirituality in the goals of the organization.

Leadership is a crucial aspect of management that plays a vital role in organizational survival and efficiency. This study aims to identify the leadership style of commanders during the eight years of holy defense and develop a leadership model applicable to managers in organizations, thus contributing to the advancement of leadership theory. The research adopts an exploratory approach in terms of purpose and utilizes qualitative data collection methods and thematic analysis. The data collection methods employed include fieldwork and library research, with semi-structured interviews serving as the primary data collection tool. The study focuses on fighters (followers) who had direct contact with the commanders during the eight years of holy defense. Additionally, relevant books and documents on the leadership style of the commanders were consulted. A sample size of eight soldiers was purposefully selected, employing non-probability sampling. For qualitative data analysis, coding and thematic analysis methods were employed. The results of the study reveal that the leadership style exhibited by the commanders during the eight years of holy defense can be characterized as "monotheistic leadership." This style combines elements of spiritual leadership, servant leadership, transformational leadership, and an attractive leadership style.

This study aims to propose an appropriate model of manager selection in border guard training centers of the I.R. of Iran police force. By open coding of Strauss and Kobin (1998) method, 6 main indicators and 39 components were extracted. In first step, they were sent to 15 managers and deputies of border guard training centers, and in second step, by Delphi technique, they were sent to 20 academic members of Islamic Azad University in the field of educational management. Finally, through SPSS software and Kendall's coefficient of agreement test the final agreement was measured. All the extracted indicators in Delphi technique section and Kendall's coefficient of agreement test were above 0.70%, which shows the level of agreement of experts in the indicators of educational managers' selection. Finally, organizational ability, leadership style, professional ability, personality traits, social -cultural dimension, and belief dimension were identified in order of priority. The results showed the order of priority of the identified dimensions and the components: religious, political, organizational culture, organizational atmosphere, effective communication, administrative/managerial, collaborative, transformational, distributional, interactive, emotional, educational, ethical, excellence, learning/teaching processes, professional growth, educational discourse, modeling, influential, motivational, sensitive, divergent thinking, strategic ability, analytical ability and normative ability dimensions.

the main purpose of this study is to identify the dimensions and components affecting visionary leadership style in Islamic universities.

This study was methodologically part of exploratory qualitative research; the research tool was a semi-structured interview which with the technique of snowball and according to the law of saturation of 20 people were selected as a statistical sample and the data is analyzed by applying the data Grounded Theory in three stages of open coding, axial coding and selective coding.

The research shows the extraction of 146 codes in open coding, 3 subcategories and one main category in axial coding, which are placed in the form of a paradigm model including Visionary, Transfer of Visionary and Empowerment and according.

Visionary leaders play an important role in bringing people together in the organization and consolidating their efforts to achieve the vision. The above research can create a new perspective in order to change the general policies of Islamic universities administrators and officials.

The purpose of this study is to evaluate the role of transformational leadership style on managers' self-esteem. The research method is descriptive-analytical and applied in terms of purpose, which has been done in the field. The statistical population of the study consists of all the managers of the second layer of the headquarters and specialized police of the Disciplinary Command of Mazandaran Province. The statistical sample of 88 people were selected based on the total number. To collect research data, Bass and Olivier (2000) standard transformational leadership style questionnaire and Cooper Smith (1967) standard self-esteem questionnaire were used. The validity of the questionnaires was confirmed by respected professors and its reliability was 0.87 and 0.86 using Cronbach's alpha formula, respectively. Kolmogorov-Smirnov statistical test, correlation coefficient, regression and Friedman test were used to analyze the data using SPSS software. Findings show that transformational leadership style has a positive and significant effect on self-esteem. Also, the dimensions of transformational leadership style have a positive and significant effect on self-esteem. Evaluation of the fifth hypothesis based on Friedman test shows that courage with a coefficient of 3.05 is in the first priority, therefore it has the greatest effect on self-esteem, followed by leadership power with a coefficient of 2.54 in the next priority and mental motivation with a coefficient of 2.51 in the fourth priority. As a result, it has the least effect on self-esteem in the police command of Mazandaran province. In organizations that have used the leadership style, the level of self-esteem of employees is higher than organizations that do not use the leadership style.

The range of leadership and management styles that have been proposed by many thinkers and academics over the years. On the other hand, organizations must identify and correct cultural weaknesses and strengths to deal with internal and external threats. This research is a study of Likert leadership style and its relationship with the promotion of organizational culture in Tehran industrial knowledge-based companies. This research is a survey study in terms of practical purpose. The statistical population of the study was all employees of knowledgebased companies in Tehran, which is 11800 people. The sample was randomly selected from among the employees of Tehran's industrial knowledge-based companies. Data were collected through the Katornen Participatory Leadership Style Questionnaire (25 items) and the Denison Organizational Culture Questionnaire (36 items). The reliability of these questionnaires was calculated with (Cronbach's alpha), which was confirmed for Katurn's participatory leadership style questionnaire (0.86) and Denison's organizational culture questionnaire (0.91). Based on the findings of this study, there is a significant relationship between Likert leadership style (justice, participation, accountability and ownership) at a significant level (p = 0.01 >0.000) with the promotion of organizational culture in the employees of knowledge-based industrial companies. It can be concluded that Likert leadership style with four components (justice, participation, accountability and ownership) promotes organizational culture, increases motivation and efficiency in the employees of knowledgebased industrial companies.

In order to have an effective and efficient management system, powerful and brave managers must be trained. Due to their existential nature, government organizations need managers who, despite all internal and external barriers, have the ability to make the right decisions and implement them decisively. Managerial courage that stems from leadership styles is also known as an organizational virtue. This study was conducted to design a model of managerial courage in government organizations in Kurdistan province.

In the present development-applied research, which has been done in order to discover and understand managerial courage, the interview questions were extracted according to the opinions of academic experts and the study of research articles and literature. Research data were obtained through in-depth and semi-structured interviews and analyzed by coding method. The research population consisted of organizational experts in government organizations as well as academic experts in the field of human resources. Participants were interviewed with a combination of targeted methods and snowballs and in the thirteenth interview, theoretical saturation occurred.

The analysis of the research findings resulted in the creation of 145 codes, 9 concepts and 3 main categories. It showed that the components of managerial courage included moral courage and managerial authority and the factors affecting it were legal support and managerial skills. Consequences of managerial courage include increased productivity, job attachment, growth and employee empowerment.

In the present study, the model of managerial courage in government organizations of Kurdistan province was identified according to its dimensions and components, influential factors and its consequences