Identifying the components of creative leadership in Islamic Azad University, Karaj branch

Nowadays, university leadership has become a job with increasing complexity and includes responsibilities from strategic planning and building relationships to budgeting and fundraising, taking responsibility, creating positive working relationships, performing balanced and delicate actions in university relations. , patience, altruism, the importance of cooperation, building trust, the honor of serving as a university president, the reason of influencing people's lives, creating change and helping others, maintaining the scientific path, creating a supportive, transparent and open environment for everyone's success, are very important competencies. And it is necessary to be the president of the university. The field of action and activity of the university president includes working with students, academic staff, faculty members and society. This research was conducted with the aim of identifying the components of creative leadership in Islamic Azad University, Karaj branch.

The research method was in terms of the library-field environment, in terms of the application goal, in terms of the cross-sectional data collection time, and in terms of the research implementation method, it was descriptive-survey. According to the purpose and nature of the research, a mixed or mixed research method has been used by combining qualitative and quantitative methods with a sequential exploratory plan and a classification compilation model as one of the research strategies in mixed methods. The participants in the qualitative part of the research were experts and experts and specialists in educational management and higher education management at the Islamic Azad University of Karaj, which was initially conducted with a targeted method and then continued with a snowball method. The statistical population in the quantitative phase is made up of managers, deans of faculties and assistants and professors of educational groups of Islamic Azad University of Karaj, who have at least 3 years of work experience and according to the rules of official recruitment, experimental, contractual, and definitive in different departments of this organization. In the academic year of 1399-1400, they were employed, and their number was estimated to be 300. Using Cochran's formula, the number of 170 people was estimated for the sample. Therefore, simple random sampling was used in sampling. In order to discover deep information in order to identify the components of creative leadership, the researcher reached the stage of theoretical data saturation by interviewing 12 participants, using a semi-structured interview with 6 questions face-to-face and a telephone interview as a data collection tool. Became. The analysis is based on the objectives of the research and is based on the foundational data method using the following methods a: open coding, b: axial coding, c: selective coding. In fact, after reading the text of each interview, the parts that could be considered as a primary code according to the research questions and research objectives were identified and selected as the primary concept. The data collection tool in the quantitative section was a 68-question researcher-made questionnaire. To analyze the qualitative data of the research, foundational data analysis was used, and in the quantitative part, descriptive and inferential statistical methods were used with Lisrel and SPSS software.

Qualitative data analysis was done based on the systematic approach of Strauss and Corbin's foundational data theory in three stages of open coding, central coding and selective coding, so that causal factors, components of creative leadership in the Islamic Azad University of Karaj branch , suitable background and background, intervening and inhibiting factors, strategies and consequences of creative leadership model implementation in Islamic Azad University of Karaj branch were extracted.Structural equations and LISREL software were used in order to design and validate a model for creative leadership of Islamic Azad University of Karaj from the point of view of managers, heads of faculties and assistants and professors of educational groups of faculties based on quantitative data. Using the background of the research and data analysis in the qualitative phase, the relationships between the factors obtained in the exploratory factor analysis were drawn.Extraction was done in an inductive way and we reached from the part to the whole, and in the end, a paradigm model of creative leadership was presented in the Islamic Azad University of Karaj branch. In the qualitative analysis of the findings, a paradigm was used, and in the quantitative analysis of the data, the method of structural equation analysis was used.

The results showed that the dimensions and components of creative leadership in higher education included entrepreneurial, transformative, effective, intelligent, educational, organizational intelligence and emotional intelligence. By creating new ideas and perspectives, creative leaders create a new path of growth and prosperity for organizations and improve the performance of organizations and gain a competitive advantage. Through determining roles, requirements and tasks assigned, they direct and motivate their followers towards certain goals. In order to measure the components of creative leadership in the higher education of Islamic Azad University, Karaj branch, exploratory factor analysis with principal component (PC) method was used. Sampling adequacy and lack of linear multiplicity (Bartlett's sphericity) equal to 0.814 and the significance level of Bartlett's sphericity test was less than 0.001, and three eigenvalue indices, variance explanation percentage also indicated compliance with the assumptions. In general, it can be said that there are two types of factors, i.e. "individual competences" such as self-awareness and responsibility, having emotional and organizational intelligence and entrepreneurship, and "work and organizational skills" such as attention to conditions and requirements, organizational culture, university management requirements, infrastructure development and attention to economic resources of leadership transplants. are creative.