organizational climate

The current research thoroughly investigates the organizational climate and its constituent elements. Organizational climate, defined as the collective perceptions and experiences of employees in their workplace, encompasses various factors like the organizational structure, the prevailing work environment conditions, interpersonal relationships among employees, the level of support provided by management, and the freedom in decision-making. The study illustrates that a positive organizational climate can significantly enhance productivity, job satisfaction, and employee creativity. Conversely, negative organizational climates can inversely affect employee morale, performance, and create an unhealthy work environment. Furthermore, the research underscores the pivotal role of management in shaping and maintaining a positive climate, which includes promoting a culture based on support, mutual respect, fostering collaboration, and innovation.

Despite the emergence of concepts such as smart workplace, digital transformation, and industry 4.0, which have caused huge changes in the business environment, human resources are still the most essential resource for the sustainability of organizations. A very key point in managing smart organizations is the excessive focus of managers of such organizations on technology and neglect of the role of human resources. One of the main problems of organizations in today's rapidly changing and rapidly changing world is identifying factors that can affect the emergence of organizational citizenship behavior, which is an emerging phenomenon. While many managers have emphasized reward-based methods such as monthly salary increases, job promotions, etc. as effective factors in the emergence of citizenship behavior, new research shows that psychological factors have more impact on the emergence of such behaviors than rewards. This issue is considered one of the most important challenges in smart organizations; meaning that managers think that by providing hardware and software platforms, they can make the organization excel and succeed. This is while even in smart organizations, human resources are still the main factor in the success/failure of the organization. On the other hand, the research literature shows that no effort has been made to highlight the role of citizenship behaviors in smart organizations, and specifically, no specific model has been developed to develop organizational citizenship behavior in smart organizations. With these explanations and considering this major research gap, the present study designs an organizational support model for developing citizenship behavior in smart organizations.

This research falls under applied studies (pragmatism) in terms of research philosophy. In terms of research approach, it is an inductive study; in terms of strategy, it is conducted with a grounded approach; in terms of method type, it is qualitative and in terms of time, it is conducted cross-sectional. The data collection tool is a semi-structured interview. This research uses a grounded approach. Grounded theory is a strong and inductive research method for discovering new theories. In this method, the researcher does not enter with any predetermined hypothesis about the result and is not concerned with validity or description. Instead, the researcher allows the data he collects to guide his analysis and theory-building, leading to new discoveries. The statistical population includes a group of experts in the fields of public administration, managers of intelligent organizations, and citizen behavior. Sampling was carried out using the snowball method. The sampling of experts in this study continued until the process of exploration and analysis reached a theoretical saturation point. In the present study, semi-structured interviews were used to collect data. After conducting interviews with experts and experts, the interviews were transcribed and then the collected data were analyzed and combined. Data analysis was carried out using the grounded theory method and using MAXQDA software.

Based on the results of the qualitative analysis, six categories of factors were identified, including causal factors (management commitment to employees, psychological ownership, internal branding, ethical leadership, and organizational trust), contextual factors (organizational climate supporting citizenship behavior), intervening factors (organizational bureaucracy), focal phenomena (organizational support based on citizenship behavior), strategies (employee empowerment), and outcomes (satisfaction and career advancement). Based on the identified components, a paradigmatic model of organizational support for the development of citizenship behavior was developed.

Based on the results, an organizational climate that supports citizenship behavior was identified as a contextual condition. A positive work environment improves employee morale, retention, and productivity. This contributes to a better workplace for everyone. The work environment has the potential to significantly impact employee morale, workplace relationships, performance, job satisfaction, and employee health. Based on the results, management commitment to employees, psychological ownership, internal branding, ethical leadership, and organizational trust were identified as contextual factors. Regarding management commitment, it should be stated that the emergence of employee citizenship behaviors is the result of a trade-off between employees and managers, in such a way that if managers show importance to employee concerns, employees are more likely to exhibit citizenship behavior. Regarding psychological ownership, it should be stated that psychological ownership is a situation in which an individual feels ownership of a goal or part of something that can be material or immaterial and says, "It's mine." Psychological ownership represents the emotional and cognitive attachment between an individual and the organization, which affects the individual's behavior and self-perception. Therefore, the sense of psychological ownership can be considered one of the factors that create organizational citizenship behavior. Ethical leadership is also a form of leadership that places great emphasis on moral values, both on the part of managers and employees. Trust is also an inevitable factor in the formation of citizenship behaviors; in such a way that in the absence of trust - even if other environmental conditions are appropriate - organizational citizenship behaviors cannot be expected to occur. Based on the results of the secondary coding of the research, organizational bureaucracy, including indicators of negative attitudes of managers towards employee-centeredness, disregard for job autonomy, lack of employee participation in decision-making, authoritarian leadership, strict focus on hierarchy, focus on traditional management methods, inadequacy of human resource management measures, and lack of intra-organizational relationships were selected as the categories of intervening conditions in presenting an organizational support model for the development of citizenship behavior. Bureaucracy - even if it is necessary to advance the activities of the organization - acts as a very negative factor on employee behaviors; because employees are human beings before they are tools and nuts and bolts of a huge structure called the organization. Based on the results of the secondary coding of the research, employee empowerment including creating a fit between ability and assigned task, resolving the conflict between work and family, work experience and mastering one's profession, and strengthening self-concept were selected as categories of strategies and actions in presenting an organizational support model for developing citizenship behavior.Job satisfaction and advancement were identified as outcomes of organizational support for developing citizenship behavior. The concept of job satisfaction expresses the positive feelings and attitudes that a person has towards his job. When it is said that someone has a high level of job satisfaction; that is, in general, he/she likes his/her job, values it highly and views it positively, and, overall, has a good and favorable feeling towards it. In relation to the background conditions, measures such as intra-organizational communication, employee-centeredness, increasing employee participation in organizational decisions and the accumulation of social capital are suggested. In relation to causal factors, measures such as brand-oriented human resource management, increasing responsibility and accountability, developing and promoting appreciation and encouragement programs, and increasing employee self-awareness and insight are recommended. In relation to the pivotal phenomenon, it is recommended to observe employees' personal considerations, improve the quality of work life, appreciate extra-role behaviors, provide counseling, and strengthen the feedback system. About intervening conditions, it is recommended to reduce organizational hierarchy and strengthen participatory leadership. Concerning strategies, it is recommended to increase employee authority, emphasize teamwork, appreciate employees' innovative ideas, and strengthen participatory decision-making. Regarding consequences, it is recommended to strengthen and update the performance evaluation system, promote organizational promotion based on justice and fairness, and also support more ethical values.

This research was conducted in order to determine the relationship between organizational climate and job burnout and job adaptation of military personnel. In terms of purpose, this research was applied, and in terms of method and nature, it was descriptive of the correlation type. The statistical population included all employees of the military forces, and samples of 80 people were selected by random sampling. The data collection tools were three standard questionnaires of organizational climate Sussman and Deep (1989), job burnout, Meslech and Jackson (1981), job adaptation questionnaire Davis and Lafqvist (1991). Cronbach's alpha was calculated for each of the letters and the coefficient was higher than 0.7 in all of them and it was considered as one. Regression test was used to analyze the data. It showed that there is a relationship between organizational climate and job burnout and job adaptability in the results of military research, so that organizational climate was 77.4% in predicting job burnout and 69.9% in organizational climate.

Sustainable human resource management provides a suitable strategy for human resource management and ways to achieve social and environmental goals for the organization. Based on this, the current research was carried out with the aim of identifying factors affecting the performance of sustainable human resources in the insurance industry. In terms of purpose, this study is applied and conducted with a combination of qualitative-quantitative (mixed) method. The statistical population of this research in the qualitative part included experts and experts of all insurance companies in Iran who were selected in a targeted way. The sample size in the qualitative section is 15 people. In the quantitative section, the statistical population includes all Iranian insurance employees (460 people; 45 managers and 415 experts). Based on Cochran's formula, 210 people (21 managers and 189 experts) were selected based on stratified randomness. The tools for collecting information in the research literature section were library studies and to collect information to answer the research questions, literature review and interviews with the experts and setting up a questionnaire to validate the obtained model were done. Its face and content validity and its reliability were done using Cronbach's alpha. The results showed that the five factors of service compensation, job satisfaction, job motivation, leadership style, organizational atmosphere and sustainable human resource management can be effective in sustainable human resource performance. According to the findings of the research, it can be concluded that in order to evaluate the performance of sustainable human resources in the insurance industry, paying attention to the five factors of service compensation, job satisfaction, job motivation, leadership style, organizational climate and sustainable human resources management, sustainable human resources performance is most important. It has a high

The present study was conducted with the aim of identifying and ranking the explanatory dimensions of the impact of research-based teaching management on metacognitive management and organizational atmosphere in the second year secondary schools of Mazandaran province.
The research method was exploratory mixed model. The statistical community in the qualitative section, a group of academic experts and organizational experts, in the quantitative section, the teachers of girls' and boys' secondary schools of Mazandaran province, in 400 schools, numbering 6420 people, and in the prioritization section, high education managers and management faculty members Education in Mazandaran province. In the qualitative part of the targeted non-random sampling method, 20 people, in the quantitative part with the multi-stage relative cluster sampling method, 364 people and in the priority setting part, 35 people were selected with the purposeful sampling method. became
Qualitative findings showed that "research-oriented teaching management" has nine dimensions, "organizational atmosphere" has seven dimensions and "transcognitive management" has eight dimensions. The results of the quantitative part showed that research-oriented teaching management had a significant effect on metacognitive management and organizational climate and organizational climate had a significant effect on metacognitive management, and organizational climate played a mediating role in the effect of research-oriented teaching management on metacognitive management.
  The results indicate that the variable "metacognitive management" and "problem solving strategies in teaching-learning" have more importance.

In the world of competition, manpower can be the most important advantage of an organization and the main factor in developing and increasing performance in the collection. Organizations are just trying to create the best facilities for maximum performance and effectiveness. In some organizations, despite the efforts of the organization to provide the necessary facilities for employees, not only the performance does not increase; On the contrary, the phenomenon called organizational climate inversion is spreading in organizations. This study tries to identify the factors affecting the inversion of the organizational climate. The present study is descriptive in terms of developmental purpose and survey method in terms of method of data collection; It has used fuzzy Delphi and Exell software to analyze and achieve its goals. The difference of less than 0.2 between the definitive mean of stages 1 and 2 and the high degree of consensus of experts on the effective factors confirm the validity of the factors being measured. Given that this research has been done to develop a new theory, we have tried to use fuzzy Delphi, experts'' opinion to reduce ambiguity about components and factors and increase the validity of selected factors. The results show that 19 factors affect the inversion of the organizational climate. Based on the results, increase in the of the organization''s hardware factors has been identified as the most important factors affecting the inversion of the organization''s climate. It is recommended that facilities be calculated and assigned to specific individuals to prevent organizational inversion.

The purpose of this study is to investigate the effect of organizational climate on informal learning of teachers in Fereydunshahr city through the mediation of psychological capital. The present research is applied in terms of purpose and is one of the descriptive-survey researches. The statistical population of the present study consists of 686 teachers in Fereydunshahr city. For example, using Krejcie and Morgan table, the sample number was estimated to be 244 people. The research instrument consists of three standard questionnaires of informal learning of Hong et al. (2020) which has 18 questions, the atmosphere bar questionnaire of Johnson et al. (2007) which has 21 questions and the psychological capital questionnaire of Lutans et al. (2007) which has 24 questions. In the present study, two methods of face and content validity have been used and Cronbach's alpha of 0.88 has been used to evaluate the reliability. The collected data were analyzed based on structural equation path analysis with Smsrt PLS software and Sobel test. The results showed that the organizational climate had a positive and significant effect on informal learning in the workplace with the mediating role of psychological capital.

Today, effective leadership and improving organizational performance play a decisive role in the success and sustainability of businesses. The main purpose of this research is to evaluate and investigate the role of strategy and organizational climate in effective leadership and improving the performance of government organizations with the fuzzy AHP approach. To achieve this goal, data analysis has been used with the factor analysis approach and SmartPLS software, and then in the qualitative stage, by validating the data statistically and quantitatively. The statistical sample of this department, who completed factor analysis questionnaires, according to Cochran's formula, was 280 heads and experts who were randomly selected. Also, in the second part of examining the impact of variables, the fuzzy AHP approach has been used, and the questionnaire of this part has been completed by 14 experts using the theoretical method. In this research, organizational strategies and organizational climate have been investigated from different dimensions and relevant influencing factors have been identified, and these factors have been categorized and analyzed in 2 sections. It confirms the mediating role of organizational climate and strategy. Also, the statistical samples studied after holding 3 panels show the role and influence of strategy in effective leadership and improving the performance of government organizations far more than the organizational climate factor.

Knowledge sharing among faculty members of universities and higher education centers is very important; Because it activates them in a competitive process in order to create and produce knowledge and finally share it. The current research was conducted with the aim of investigating the role and extent of influence of various factors in knowledge sharing among university faculty members and based on the theory of planned behavior. The approach of quantitative research and its descriptive method is causal and cross-sectional in terms of time. The statistical population of this research included all faculty members of the Non-Governmental University of Science and Culture in the number of 103 people, and the required sample size among them was determined as 81 people based on Cochran's formula. The classification sampling method is based on the selection of university faculties as a class.In order to collect data, the questionnaires of knowledge sharing, organizational atmosphere, intention, attitude and mental norm of Bok et al. (2005), the perceived behavior control questionnaire of Al-Suyidi (2014), the trust questionnaire of Kim and Joe (2008) and the leadership questionnaire of Ridge (2005) were used. has been The method of structural equation modeling in the method of partial least squares has been used in order to analyze the data. The findings of the research have shown that from the point of view of faculty members, the significant relationship between organizational climate and knowledge sharing and also the significant relationship between intention, attitude and mental norm with knowledge sharing have been confirmed.

The purpose of this study is to present a model of native school management in primary schools in Bushehr province. The research method is mixed (qualitative and quantitative). In this study, in order to identify the components of native-centered school management, the existing scientific documents were analyzed. In order to compile the components, we conducted a semi-structured interview with the statistical population, which includes experts and school principals. A qualitative approach was used to solve the problem. In a quantitative stage, with the structural equation model and factor analysis, it is related to the validation of qualitative findings and the proposed model. The primary managers (487 people) and according to Morgan table, the sample size of 217 people were selected by stratified random sampling. Components of the native school-based management model, a 35-item questionnaire with internal validation of the elite in 1397 and from the perspective of the document of fundamental change based on the Likert scale has been used. The dimensional validity of this scale was obtained by Cronbach's alpha method (0.969). Their face and content validity was confirmed using the opinion of experts. The results of the research findings have 5 main components ("organizational culture", "organizational climate", "decision-making power", "monitoring and control" and "external interactions") and 35 sub-components that are used in all schools of the education organization. is. Also, at the end, the validity of the model is presented and evaluated.

The main purpose of this study is to investigate the impact of organizational justice on employees' gossip behavior considering the moderating role of organizational climate. This research is applied in terms of purpose, and considered a descriptive-survey research in terms of nature and method. From the statistical population of 500 people of Khorasan Razavi General Administration of Roads and Urban Development, based on Krejcie and Morgan table, 217 people were selected as the sample who were selected using the non-probabilistic convenience sampling method. In order to collect the data to test the hypotheses three standardized questionnaires were used, including; Kalit and Radel, to measure the organizational justice variable, Vitek and Wheelers, to measure the gossip behavior variable, and Stamper and Matherson, to measure the organizational climate variable. The validity and reliability of the questionnaires were confirmed by confirmatory factor analysis and Cronbach's alpha coefficient and combined reliability, respectively. Structural equation modeling and Smart PLS software were used to analyze the data. Findings showed that the variables of distributive justice, procedural justice, and interactive justice have a negative and significant effect on gossip behavior. However, the variable of information justice has no effect on gossip behavior. The results also showed that the climate of the organization moderates the effect of the variables of procedural justice and interactive justice on gossip behavior. As a result, it can be concluded that the more the employees perceive salary amount, the interaction of superiors with subordinates, work procedures and promotion criteria in the organization fairer, the rate of their gossip-spreading behaviors in the organization decreases.

The aim of this Exploring and explaining the phenomenon Managers Decidophobia in the Ministries of Interior and Cooperation, Labor and Social Welfare. The research was conducted using a combined method using foundation data theory, which was a data collection tool for the qualitative part of semi-structured interviews and in the quantitative part was a researcher-made questionnaire whose validity and reliability were confirmed. Based on which 16 interviews with experts were conducted for a small sample of 253 managers and senior experts of the two ministries. Which was extracted during the open coding process (475 codes), axial (60 codes) and selective (26 codes); In the form of a paradigm of coding evasive factors in decision making, inability to understand the problem, fear of facing decision-making and abstract decision-making (phenomenon-oriented), weakness in decision-making, fear of decision consequences, organizational climate, Lack of program-oriented organizational decisions, lack of decision-making experience, lack of access to real information (causal conditions), decision-making influence of informal individuals and groups, sectarianism in the organization, approaches to appointing managers (background factors E), managerial inner anxiety, self-preservation in decision making, organizational culture and lack of training of bold managers (interfering factors), lack of delegation, removal of administrative duties, escapism and conservatism in decision making (strategies) and political behavior Managers 'illegitimacy, learned disability, defective performance appraisal system, gray managers' training, inefficient management (consequences) were identified. According to the findings of the qualitative section confirming the relationship between dimensions and variables and the structural equation model of the research conducted with Smart PLS3 software, it was determined that GOF, Q2, Rsquare and Fsquare criteria were calculated for the structural model and measurement models, all of which were calculated. They had acceptable and acceptable values.

The purpose of this study is to model the impact of ethical culture and organizational climate on job attachment mediated by organizational commitment. The statistical population of the present study consists of 1032 primary school teachers working in Namin city in the academic year 1401-1400. The sampling method used was multi-stage cluster sampling method and due to the heterogeneity of the statistical population, stratified sampling method was also used. According to Morgan's table, a sample of 292 people (213 females and 79 males) were selected from the aforementioned statistical population. Necessary information was collected to answer the research hypotheses through standard questionnaires, and descriptive statistics and inferential statistics were used in data analysis. SPSS and Lisrel8 software were also used to test the research hypotheses and evaluate the fit of the proposed conceptual model. Thus, the results indicate that moral culture with a path coefficient of 0.18 and according to the t-statistic equal to 3.93 has a positive and significant effect on job attachment. It was also found that the organizational climate with a path coefficient of 0.49 and a t-statistic of 5.09 has a positive and significant effect on job attachment

This research is aimed at understanding the roots and axial concept of Managers Decidophobia with Using Grounded Theory Ministry of the Interior and Ministry of Labor and Social Affairs.

This Mixed-methods research uses a systematic integration of quantitative and qualitative data. Research Onion Saunders (2009) Rationalistic philosophies, Combined approach, Strategies grounded theory, choices Mixed methods, Time horizons Cross-Sectional, Techniques and procedures Library -square. The qualitative part is the GT and the quantitative part utilizes a structural equation modeling. The qualitative part used semi-structured interviews for its data collection and a researcher ‎made questionnaire quantitative section the validity and reliability of the confirmed.

The data analysis, identified 169 open codes and 22 axial, 10 selective categories. Among these dimensions is evasion in decision-making, inability to understand the problem, fear of facing decision‎making and abstract decision‎making related to the variable of Managers Decidophobia (the axial phenomenon) and weakness in decision‎making, fear of consequences decision, organizational climate, lack of program-oriented organizational decisions, lack of decision‎making experience, lack of access to real information, related to the causative conditions affecting the axial phenomenon were identified.

Based on the findings of the qualitative part and the confirmation of the relationship between dimensions and variables using the identified codes it was determined that causal conditions with acceptable effect coefficients and significance coefficients affect the phenomenon of Managers Decidophobia. The GOF, Q2, Rsquare and Fsqare criteria for the structural model and the measurement models were calculated using the Smart PLS 3 software. It is also worth mentioning that all of the mentioned variables had allowed and acceptable values.

This mixed-methods research was conducted to identify and design the dimensions, components and factors of an excellence organizational climate and validate it. The qualitative phase of the study was based on the grounded theory and MAXQDA software while the quantitative stage was conducted using SPSS software. The research population comprised Iranian private banks from which a convenient sample was selected based on theoretical adequacy and availability during the qualitative phase. Interviews were run with the sample to reach the theoretical saturation. Further, the quantitative phase of the study started with a sample of 318 participants who had been selected based on a multi-stage cluster sampling procedure from 1815 employees using the Cochran formula. The reliability and validity of the qualitative and quantitative phases of the research were checked through Lincoln and Guba evaluation and Cronbach's alpha, respectively. The collected data were analyzed to explain the paradigmatic model of the excellent organizational climate that was then validated via Wilcoxon test. The findings indicated that the main dimensions of the excellence organizational climate include "employee credibility", "employee and management mutual respect" and "employees’ honoring the job and the organization" and that this model can promote organizational efficiency and profits, productivity, quality of professional life and organizational culture, branding and more willingness to work in a competitive environment.

As age grows, changes in the characteristics of the mental system, personality, mood, as well as the physiological aspects of the managers and changes in their behavior are created. These behavioral changes in managers can be externalized and show it in organizational behavior. The aim of research is investigating and   describing the role of personality development due to the increasing age of managers on organizational climate. The method used in this study is causal-comparative method and 72 companies senior managers and their employees have been studied in two groups. The results showed that the characters of narcissism, perfectionism, excitement seeking and stress coping have changed with the age of  managers. Also, the Average test of two communities shows a significant difference on the seven components of organizational climate (Esprit, harassment, Hindrance, Intimacy, consideration, Aloofness and Thrust in the organizational climate) and in relation to the component of Production emphasis, was not significant difference in quantity in the two test group which indicates that managers of all ages emphasize production, which is the main goal of  organization. Also, the results of multivariate regression showed  that  personality components  affected on the organizationchr('39')s climate components.

The aim of this study is to investigate the moderating role of organizational climate in the relationship between job stress and the intention to stay among teachers working in schools in Guilan province. Accordingly, the statistical population of the study consisted of all teachers in Guilan Province that 140 people were selected by random sampling method. Data collection tools were Kim et al. (2007) Standard Intention Survey Questionnaire, Parker & Decotis Job Stress Questionnaire (1983) and Halpin & Kraft Organizational Atmosphere Questionnaire (1963), which content validity was confirmed and their reliability was estimated to be higher than 0.7 based on Cronbach's Alpha method. Also, for data analysis, the structural equation modeling method based on the partial least squares approach was used by Smart PLS 3 software. Findings showed that dimensions of job stress including time pressure and Job-related anxiety have a negative and significant effect on the intention to stay. Also, the moderating role of organizational climate in the relationship between each dimension of job stress (time pressure and job-related anxiety) on the intention to stay was significant. Therefore, it can be said that by strengthening and improving the organizational climate, the relationship between the dimensions of job stress and the intention to stay can be reduced.

This study was conducted to identify and prioritize the effective factors in reducing employee motivation using network analysis model in Imam Khomeini Relief Committee in Fars province.The study consists of 723 employees of Imam Khomeini Relief Committee, of which a sample of 251 people was selected using the Cochran's formula. Sampling was done randomly.Data collection was used to test the hypotheses of two questionnaires.The first questionnaire based on Likert scale 5 degrees is for the initial screening of criteria and sub-criteria and the expert questionnaire is based on pairwise comparison to prioritize the criteria and sub-criteria. An expert who is based on a pairwise comparison of all the elements with each other is a probability that a variable is not considered.Therefore, because all the criteria have been considered in this assessment and Qad designer is not particularly oriented in designing the questions, so this questionnaire is valid in itself. In this study, the network analysis process has been used to prioritize the indicators.For this purpose, the pairwise comparison matrix has been used to determine the weight of the criteria.The implementation of the ANP technique has been performed using super decision software. Based on the results; The income level factor with a weight of 0.294 is in the 1st place.The supervisor factor with a weight of 0.265 is in the 2nd place. The job level factor with a weight of 0.182 is in the 3rd place. The gender factor with a weight of 0.16 is in the 4th place.

Studies show that anti-citizenship behaviors can cause many problems in the organization. However, anti-citizenship behaviors and the impact of leadership style on them have been less studied. Accordingly, the effect that both styles of authenticity and hypocrisy can have on anti-citizenship behavior through the ethical climate of the organization has been investigated in the present study.  The population of the study consisted of 285 administrative staff, among which 151 were selected by stratified sampling method. Tools used to collected data authentic leadership questionnaire of Avolio et.al(2006), researcher-made hypocritical management questionnaire based on the hypocritical behavior components of Crisp and Cotton (1994), ethical climate questionnaire developed by Victor and Cullen(1988) and anti- organizational citizenship behavior questionnaire of Gholipour et.al(2008) that content validity structures and reliability of their approval reached. The results of the research indicated that leadership styles of authenticity and hypocrisy through ethical climate significantly affect organizational anti-citizenship behaviors. But the significant direct effect of these two styles on anti-citizenship behaviors was not confirme.

Most studies suggest that a key characteristic of organizational leadership is "integrity".  Eisenhower went even further and claiming that it is not only a key characteristic, but also the most important characteristic of leadership, and without it, leadership success would not be possible in any field, including the football field, the army, or at the organizations (Covey, 2005). Also, the results of a survey show the more than 70% leaders of top companies of S&P index have believed that honesty is one of their core values (Guiso, Sapienza & Zingales, 2015). Hence, Avolio & Gardner (2005) have emphasized "integrity" as one of the principle values of leadership in the development of authentic leadership. This type of leadership become reality in the allingment between words and deeds, the allingement between words and values, and the stability of behavior in various situations, which is referred to as behavioral courage(Simons, Leroy, Collewaert & Masschelein, 2015). Peterson & Seligman suggesteded integrity as one of the dimensions of moral courage and it equivalented as "authenticity". According to them, being authentic means integrity in words, integrity in appearance, integrity in behavior and integrity in responsibility (Rego, Cunha & Clegg 2014). On the other hand, deceitful and hypocritical behavior is opposite to leaders integrity behaviors (Shareef Younus, Ahmmad, & Radrakrishnan, 2019). A hypocritical manager is one whose behavior and actions aren't alignment with the beliefs he or she has expressed (Zamulinski, 2015). Baston et al.(1997) defined it as pretend of morality without payment(Jauernig, 2019). The ethical behavior of organizational leaders is important because they are the creators of the organization's social behaviors. If employees feel that the managers of the organization are integrity in their social exchange, they will also tend to positive behaviors, and vice versa, if they witness the hypocritical behavior of their managers, they will behave accordingly. Meanwhile, they are able to direct employee behavior by shaping the ethical environment of the organization (Cheng & Wang, 2015). Hence, the present study search to explain the mediating role of the ethical climate as a result of authenticity and hypocritical leadership on organizational anti-citizenship behavior.

Case study

The statistical population of the study included 285 employees of the headquarters of education adminstration of south khorasan province and its affiliated units in 11 cities of the province. According to Morgan table, 163 people were selected as the sample size and selected using stratified random sampling method. Among the distributed questionnaires, 151 items were returned and used for statistical analysis.

This study is an applied research in terms of its objective, is descriptive in nature, and is of survey type in terms of its data collection and method. the required information was collected using questionnaires. To test the research hypotheses, structural equation modeling has been used.
 

The results of hypothesis testing showed that of between 8 proposed hypotheses, 6 hypotheses have been confirmed and 2 other hypotheses not approved. As a result of this test, was not confirmed the direct and significant effect of authentic leadership and hypocritical management on anti-citizenship behaviors. But, was confirmed the effect of authentic leadership style and hypocritical management on the ethical climate as a mediating variable and the effect of this variable on anti-citizenship behaviors. In this regard, was confirmed the mediating role of the ethical climate. Authentic leadership have a positive effect on ethical climate; hence, decrease anti-citizenship behaviors. Vice versa, hypocritical management increased anti-citizenship behaviors; because, it have a negative effect on ethical climate.

Aim of present research was to examine the role of authentic and hypocritical leadership styles on anti-citizenship behavior through the ethical climate of the organization. Anti-citizenship behaviors can very impact on organizations. Hence, hypotheses (1) and (2) predicted that authentic and hypocritical leadership styles would directly direct anti-citizen behavior. But the findings of the study, did not confirm this prediction contrary to the results of studies by Choi et al. (2020), Peng and Wei (2019) and Pierce and Gikalon (2003), because the behavior of people derive from their perception of organizational variables such as ethical climate. Nevertheless, the results of hypotheses (3) and (4) were similare to research findings of Quincy et al. (2019) and Simmons et al. (2015) showed that authentic and hypocritical leadership can affect the ethical climate of a organization. Because, the manager's leadership style plays an important role in the set of employees' cognitive interpretations of the organization, including the ethical climate. On the other hand, like the findings of Newman et al. (2017) and Zeinali Soomeh and Pourezat (2012), hypotheses (5) and (6) confirmed the significant effect of ethical climate influenced by management style on anti-citizen behavior. As mentioned, the ethical climate refers to behaviors that are thought to be morally correct and indicate response against how to deviate from those behaviors (Shacklocki, Manning, Hort, 2011). But, the examination and confirmation of the mediating role of the ethical climate as a result of impact authentic leadership and hypocritical management on anti-citizenship behaviors within the framework of Hypotheses (7) and (8) was distinctive charactristic of present study compared with previous research. According to Litvin and Escheringer (1968), organizational climate is a filter through which the expectations of leaders and the characteristics of the organization are understood and create appropriate behaviors in the organization. Therefore, is suggested to managers that be adopting ethical styles such as authentic leadership and avoiding hypocrisy in order to reduce the scope and severity of destructive behaviors such as their employees anti-citizenship behaviors.