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Background: 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. Objective: the aim of this study is to identify the consequences of transformational leadership using meta-analysis. Research method: 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. Findings: 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. Conclusion: 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. [ABSTRACT FROM AUTHOR]

The aim of this research is to identify and stratify the factors affecting sustainable human resource management in order to implement it effectively using structural interpretive modeling (ISM). Method: The current research is applied in terms of purpose and exploratory in terms of method, which was done in a mixed qualitative and quantitative way. In the first phase of the research, the meta synthesis method was used. In the second phase and the quantitative part, Interpretive Structural Modeling (ISM) method was used to level the factors and identify the most influential components. Findings: According to the results obtained from the research, 7 components and 43 indicators were identified and validated for this purpose. Conclusion: The results of this research indicate that the components of stakeholder pressure, government policies and regulations, factors related to human resources policy, cultural factors, and factors related to employees are interrelated variables; These variables have high dependence and high guiding power, in other words, the effectiveness and effectiveness of these criteria are very high and any small change on these variables causes fundamental changes in the system. Since the components that are determined as outputs in the last iterations will be more effective in terms of the interpretive structural equation method, therefore the components of government policies and regulations, and economic factors will be more effective and in order to achieve the implementation of sustainable human resources management. You should pay attention to these factors. [ABSTRACT FROM AUTHOR]

Introduction: Organizational resilience is a psychological issue that is tied to the efficiency and performance of employees, which can be improved through transformational leadership through a key factor called subjective welfare. Therefore, the major goal of this study is to investigate the effect of transformational leadership on organizational resilience with the mediating role of subjective welfare in the +10 police of Kermanshah city. Method: This research is causal in terms of practical objective and descriptive-survey nature. The statistical crowd of the research is all +10 police officers in Kermanshah city. The sample size using Cochran’s formula is equal to 157 people and simple random sampling method was used. The Method of Work field data collection and the necessary tools are the use of transformational leadership questionnaires by Bass and Auliou (2000), organizational resilience by Prayag et al. (2018) and subjective welfare (researcher-made). The method of data analysis is anatomical statistics (mean and standard deviation) and Kolmogorov-Smirnov test using Spss26 software and structural equation modeling using Amos24 software. Findings: Statistical results showed that transformational leadership predicts changes in organizational resilience by 34%. Also, transformational leadership explains and interprets employees’ subjective welfare by 35%. Finally, subjective welfare accounted for 23% of changes in organizational resilience. The findings of the general research hypothesis using the Sobel test showed that transformational leadership has a significant and positive effect on organizational resilience with a coefficient of 2.640 and a significance level of 0.008 through the subjective welfare variable. Discussion: To improve organizational resilience transformational leadership can be used, which is accelerated by subjective welfare. [ABSTRACT FROM AUTHOR]

Objective: The increase in global competition and the need for diverse skills and innovation in doing things are the driving forces for prioritizing teamwork in organizations. Implementing and using work teams has become one of the most common changes in today's complex and dynamic environments. In such a way, dealing with complex problems requires the collective development of creative and innovative solutions and the creation of teamwork relationships. In the auditing profession, the importance of teamwork has been demonstrated. In this connection, using transformational leadership by managers and supervisors can have many benefits, including coordination between members, reducing emotional conflict, reducing conflict regarding allocating resources and responsibilities, and increasing collective commitment. Therefore, The quality of team interactions of independent auditors (including coordination, cohesion and involvement of team members). Method: This research is a survey-descriptive type of research. In terms of the goal, it is also considered applied research in such a way that the researcher seeks to reach information that can solve a problem by using it. In the discussion of the scope of the research, there are three types of thematic, temporal and spatial domains. The subject area of this research is the effect of transformational leadership on the quality of team interactions with independent auditors. On the other hand, this research was conducted in 2022 since it seeks to explain the influence of the leadership behaviors of managers and supervisors among all the employees of auditing institutions that are members of the Certified Public Accountants Society of Iran and their data was collected through a questionnaire and analyzed using structural equation techniques. Findings: The results of the descriptive statistics of the research variables show that 1. Managers and supervisors almost implement transformational leadership in their institutions because, on the 5-point Likert scale, the variable of transformational, servant and moral leadership of the manager and supervisor is higher than the average of "3" (respectively, "3.442" and "3.509") so that the T statistic for all variables has a significant difference at the 95% level from the average. 2. The T statistic of team coordination and cohesion has a significant difference at the 95% level with the average of "3" (respectively, 8.25 and 7.38); therefore, there is relatively good coordination and cohesion among the members of the audit team. 3. The T-statistic of team engagement has a significant difference at the 95% level with the mean of "3" (-9.52), which indicates a relatively low engagement among audit team members. 4. Average audit team members, tenure and age of auditors are approximately 5, 5 and 34 years respectively. It should be noted that the measurement accuracy increases when the data's standard deviation is less. In this connection, according to the standard deviation obtained in table number 2, the standard deviation of all research variables is close to 1, indicating their measurement's good accuracy. Finally, in the range of 5 Likert options, the minimum and maximum limits of the respondents to all research variables were 1 and 5, respectively. Since auditors do not work separately, it is essential to know the people, tasks and environment of auditors because of their effect on their performance. As the importance of teamwork has been proven in the auditing profession, auditing firms are organizations with professional services that build their activities as a team. This is because the complex tasks involved in audit work require using different competencies and perspectives of team members. Therefore, considering the importance of teamwork, the effect of transformational leadership on the quality of team interactions was investigated in this research, the results are described below. The results of the research show that managers and supervisors who use the suggestions of team members, dedicate time to guide and train subordinates, emphasize the importance of foresight and achieve goals, and influence the emotional, psychological and behavioral states of team members, can cause coordination, reducing possible misunderstandings and improving commitment among your team members. Conclusion: The current research was done to help institutions, managers, supervisors and legislative bodies in the auditing profession. In this regard, according to the results of the test of research models that indicated the effect of transformational leadership on the quality of team interactions, including cohesion, involvement and coordination of team members, the use of transformational leadership by managers and supervisors can bring many benefits, including coordination between members, Reducing the emotional conflict, reducing the conflict regarding the allocation of resources and responsibilities, will lead to an increase in the sense of collective commitment. Therefore, it is suggested that managers and supervisors use transformational leadership mechanisms that include: allocating time to guide and train subordinates, using the suggestions of team members, emphasizing the importance of foresight and achieving goals, and influencing the mental, emotional and behavioral states of team members be used in order to create effective communication with team members and influence their behavior. Finally, it should be noted that this research faced the following limitations. 2 .There is a possibility of potential bias of managers and supervisors in connection with self-reporting. 3. Because part of the information was collected through cyberspace, the researcher did not directly monitor the correctness of the answers provided by the sample subjects. [ABSTRACT FROM AUTHOR]

Objective: The purpose of this study is to investigate the relationship between the leadership style (transformational, exchange-oriented, and free) of the internal audit manager and the effectiveness of the internal audit. It is expected that the transformational, exchange-oriented, and free leadership style increase the effectiveness of the internal audit unit i.e., the leadership styles can affect the individual, unit, and ultimately the organization's performance.Methods: This study employs a descriptive survey research approach, collecting data through a survey method. Internal auditors and internal audit managers working in companies listed on Tehran Stock Exchange in 2020 answered the research questionnaire. The structural equation method was used to analyze the findings and also Bass and Olion (1990) and Lenz et al. (2017) questionnaires were used to measure the independent and dependent variables of the research.Results: The hypothesis testing results indicated that transformational, exchange-oriented, and laissez-faire leadership styles positively impact internal audit effectiveness, leading to its enhancement. Therefore, "A transformational leadership style leverages the insights and ideas of the audit unit to achieve organizational goals, subsequently boosting employee motivation and morale. This, in turn, enhances employee effectiveness." When managers promote the sharing of information and experiences among internal audit employees, it results in an improvement in the knowledge, expertise, and overall performance of the internal audit unit. In addition, when managers delegate power and decision-making authority to employees, they foster independent opinions in implementing internal audit programs. This autonomy contributes to the heightened effectiveness of internal audits. Also, the free leadership style was found to have a greater impact on the effectiveness of internal audits than other styles i.e., transformational and free.Conclusion: According to the findings, the leadership style increases the effectiveness of internal audits. In other words, the internal audit manager makes the internal audit effective in performing its duties by managing the internal audit unit in a transformative, exchange-oriented, and free leadership style. involving lower-ranking employees in decision-making significantly increases the viability of the decisions compared to when their participation is absent. In addition, When decision-making and leadership incorporate employee participation, appreciating their knowledge, ideas, and insights, while entrusting them with responsibilities, it leads to a decrease in employee resistance to change, lower conflicts, enhanced decision quality, improved interpersonal relationships, heightened job satisfaction, and ultimately, increased organizational productivity.

The purpose of the current research is to identify the components of transformational leadership based on the biography of Prophet Ibrahim (PBUH) in the Holy Quran with considerations in the field of education. The qualitative method of text analysis was used to conduct the research, and the source of data was the Holy Quran and specialized management and Islamic texts. In the first part of the article, specialized management resources, theoretical foundations, and research background in the field of transformational leadership are examined, and the second part, identifies the components of transformational leadership in the life of Prophet Ibrahim (PBUH), the verses and narrations related to his life in the books A commentary has been reviewed and quoted. Based on the findings of the research, the components of transformational leadership can be divided into three main areas: First, the characteristics of the transformation agent (including honesty, expressing love and respect with determination, knowledge and awareness, and courage and bravery). ; Second, the driving factors of the transformation process (including starting at the individual and relative level, paying attention to personal gains and losses, identifying threats and risks, expressing strong arguments, reasoning skills, referring to nature and reason, using methods). Accompanying to encourage the audience to think, using the step-by-step method, acquitting the opinion and not the opinion owner and using questioning literature). Third, the factors inhibiting the transformation process (including the fear of weakening interests and power, misplaced prejudices, ignorance, and the illusion of being harmed by transformation). As a result, educational leaders at low levels, like prophets, have a serious mission in the field of reforming and guiding society and creating transformation in it. The necessity of transformation in the field of education is the existence of transformative educational leaders who, in addition to having special characteristics, pay attention to promotional and inhibiting factors and use them in their educational programs.

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.

Objective: The purpose of this study is to investigate the relationship between the leadership style (transformational, exchange-oriented, and free) of the internal audit manager and the effectiveness of the internal audit. It is expected that the transformational, exchange-oriented, and free leadership style increase the effectiveness of the internal audit unit i.e., the leadership styles can affect the individual, unit, and ultimately the organization's performance. Methods: This study employs a descriptive survey research approach, collecting data through a survey method. Internal auditors and internal audit managers working in companies listed on Tehran Stock Exchange in 2020 answered the research questionnaire. The structural equation method was used to analyze the findings and also Bass and Olion (1990) and Lenz et al. (2017) questionnaires were used to measure the independent and dependent variables of the research. Results: The hypothesis testing results indicated that transformational, exchangeoriented, and laissez-faire leadership styles positively impact internal audit effectiveness, leading to its enhancement. Therefore, "A transformational leadership style leverages the insights and ideas of the audit unit to achieve organizational goals, subsequently boosting employee motivation and morale. This, in turn, enhances employee effectiveness." When managers promote the sharing of information and experiences among internal audit employees, it results in an improvement in the knowledge, expertise, and overall performance of the internal audit unit. In addition, when managers delegate power and decision-making authority to employees, they foster independent opinions in implementing internal audit programs. This autonomy contributes to the heightened effectiveness of internal audits. Also, the free leadership style was found to have a greater impact on the effectiveness of internal audits than other styles i.e., transformational and free. Conclusion: According to the findings, the leadership style increases the effectiveness of internal audits. In other words, the internal audit manager makes the internal audit effective in performing its duties by managing the internal audit unit in a transformative, exchange-oriented, and free leadership style. involving lower-ranking employees in decision-making significantly increases the viability of the decisions compared to when their participation is absent. In addition, When decision-making and leadership incorporate employee participation, appreciating their knowledge, ideas, and insights, while entrusting them with responsibilities, it leads to a decrease in employee resistance to change, lower conflicts, enhanced decision quality, improved interpersonal relationships, heightened job satisfaction, and ultimately, increased organizational productivity. [ABSTRACT FROM AUTHOR]

The scientific atmosphere in the modern world needs transformational leaders who can lead universities towards a better performance consistent with their specific requirements. This study aimed to investigate the effect of internal control systems on the intensity of organizational performance and innovation with a moderating role of transformational leadership. The research method was Structural Equation Modelling (SEM) and the statistical population included all employees of Tehran Payame Noor University in 2022 where 301 people were randomly selected and completed questionnaires. For data collection, the researcher-made questionnaire was used with acceptable reliability and validity. The findings showed that internal control systems have a significant direct and indirect impact on the intensity of organizational performance and innovation at an error level of 0

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.

The purpose of this study was to model the effect of transformational leadership mediated by school culture on the self-efficacy of primary school teachers in Tālesh city. It was descriptive-correlational research, with emphasis on the structural equations. The research population consisted of 785 primary school principals and teachers in Tālesh. Based on Morgan's table, a sample of 257 people was selected by stratified random sampling. The research instrument consisted of three Standard questionnaires, i.e., transformational leadership of Bass and Avolio (2015), Gronert’s school culture (2005) and self-efficacy of teachers’ Teschanen-Moran and Wolfak (2001) with Cronbach's alpha coefficient of 0.83, 0.88 and 0.87, respectively. Data was analyzed using structural equation modeling technique and SPSS and LISREL software.The results showed that the assumed causal model had a good fit and can be generalized to the research population. The direct effect of the transformational leadership on the teachers' self-efficacy (0.63) and school culture (0.93) was positive and significant. Also, the direct effect of school culture on the teachers' self-efficacy (0.43) was positive and significant. The indirect effect of transformational leadership mediated by school culture on teachers' self-efficacy (0.40) was also positive and significant. According to the findings, school culture significantly mediates the relationship between the transformational leadership and teachers’ self-efficacy. Therefore, transformational leaders must create a constructive and strong culture in the school, to provide the ground for improving the level of self-efficacy of teachers for the optimal performance.

Purpose: The aim of this study was to investigate the relationship between transformational leadership style and employees’ feelings of energy through the mediating role of organizational citizenship behavior. Method: The Methods of the present study was a cross-sectional correlational study. The statistical population of this study consisted of all employees of a governmental organization from where, using random sampling method, 253 people were selected and asked then to complete the study scales including transformational leadership, organizational citizenship behavior and employees’ feelings of energy. To test the hypotheses, the collected data were analyzed using Structural Equation Modeling (SEM) technique in Smart-PLS statistical software. Findings: The results of data analysis showed that the coefficients of the effect of transformational leadership on organizational citizenship behavior is equal to 0.34, transformational leadership on employees’ feelings of energy is equal to 0.43, and organizational citizenship behavior on employees' feelings of energy is equal to 0.17. The results of the path analysis indicated that organizational citizenship behavior plays a mediating role for the relationship between transformational leadership and employees’ feelings of energy. The additional analysis showed that among the components of transformational leadership style, the inspirational motivation component has the greatest effect on the employees’ feelings of energy compared to other three components. [ABSTRACT FROM AUTHOR]

The purpose of this study was to investigate the relationship between transformational leadership and organizational learning culture and knowledge sharing. The statistical population includes 380 employees of Islamic Azad University of Tonekabon. Using Krejcie and Morgan table, 191 people were selected as the statistical sample. This research is applied in terms of purpose and descriptive-survey in terms of data collection. Data collection tools include the following questionnaires: transformational leadership, organizational learning culture, and knowledge sharing. Formal and content validity were used to determine the validity of the questionnaires and reliability measurement were confirmed by ronbach's alpha method. SPSS-22 statistical software was used to analyze the obtained data. Results: The findings showed that there was a positive and meaningful correlation between transformational leadership and knowledge sharing (r = 0.469) at 99%. Also, studies have shown that there is a positive and meaningful correlation between transformational leadership and organizational learning culture (r= 0.573) at 99%. Managers play an important role in the organization as transformational leaders and should strive to improve organizational performance by creating an organizational learning culture and applying knowledge-sharing programs.

Background and Aim: Transformational leadership plays an important role in creating a dynamic and active vision. As a result, the aim of this research was presenting a transformational leadership style model for educational managers of Islamic Azad University. Methods: This study in terms of purpose was applied and in terms of implementation method quantitative from type of correlation. The research population was educational managers of Islamic Azad University of Tehran province in the academic years of 2021-22 with number of 135 people. The sample size was calculated based on Cochran's formula 102 people, which this number according to the size of the regions were selected by stratified random sampling. The research tool was a researcher-made questionnaire of transformational leadership style (141 items) whose psychometric indicators were evaluated as suitable. Data were analyzed by exploratory factor analysis and structural equation modeling methods in SPSS-26 and AMOS-23 software. Results: The findings showed that the transformational leadership style had 22 components in 8 dimensions were include of relationship networks, leader characteristics, resource preparation, situation analysis, change drivers, management during change, team formation and stakeholder support and change actions, which factor loading and average variance extracted from all of them was higher than 0.50 and the reliability of all of them was calculated higher than 0.80. Also, the transformational leadership style model for educational managers of Islamic Azad University had a good fit and the transformational leadership style had a significant effect on all 8 dimensions and each of the eight dimensions had a significant effect on its related components (P

AbstractThe aim of the present study was to investigate the mediating role of organizational justice in the relationship between transformational leadership and succession planning in higher education. The research method was descriptive correlational. The statistical population of this study included all administrators (200 people) of Kharazmi University were selected by convenience sampling method. For data collection were used the three Questionnaire of succession planning (Kim, 2006), Bass & Avolio (2004) transformational leadership, and organizational justice (Niehoff, and Moorman1993). Data analysis was done by using structural equation modeling in AMOS And Spss-22 software. The results of structural equation modeling showed that the conceptual model of research with experimental data fits very well and organizational justice plays the role of a complete mediator in the relationship between transformational leadership and succession planning. Accordingly, the variable relationship between transformational leadership and succession planning through organizational justice was confirmed in the form of path analysis. Thus, the variable of organizational justice showed a facilitating role in the relationship between leadership and transformational leadership and succession planning. Also, the leading variable of transformational leadership had a direct and positive effect on the succession planning of administrators. It can be concluded from the results of the study that organizational justice in the university has a facilitating role in the development of succession planning programs. Thus, by adopting a transformational leadership approach at the university, organizational justice will be established at the university, and eventually the process of succession planning will be upgraded and developed.

Background & Purpose: Staff readiness and acceptance for the implementation of organizational transformation plans is a basic prerequisite. In this study, the effect of transformational leadership and transparent organizational communication on the openness of employees to accept change with the mediating role of organizational trust has been investigated. Methodology: This is an applied and descriptive research. The statistical population consists of managers and staff of the Social Security Organization of Tehran, from which 269 people were selected randomly. Data were collected using a questionnaire and analyzed by SPSS and . Findings: Transformational leadership and organizational trust have a positive effect on employees' openness to change acceptance. Also, transformational leadership and transparent organizational communication have had a positive effect on organizational trust. The indirect impact of transformational leadership and organizational communication on employee openness to change acceptance through organizational trust has also been acknowledged. But the direct effect of transparent organizational communication on the openness of employees to change acceptance was not significant. Conclusion: Developing transformational leadership and transparent organizational communication can increase employees' awareness of the desired organizational transformation plan and their willingness to participate in its advancement.

The purpose of this study was to investigate the relationship between the transformational leadership and job performance of second cycle high school teachers of Tehran. The present study was applied in terms of type and it was descriptive-correlational in terms of method. The statistical population included all Tehran second cycle high school teachers in 1397-98 academic year (N = 29756). The research sample consisted of 380 teachers who were selected through cluster random sampling method who were selected from second cycle high schools of Tehran. To collect the data, the standard questionnaire of Bass and Vulli (2000) and Paterson's (1999) job performance questionnaire were used. To ensure the validity of the questionnaires, their content validity and face validity were checked. In order to test the reliability of the questionnaires, the two questionnaires were distributed in a sample of 30 participants and their Cronbach's alpha was calculated using SPSS software. The alpha of the transformational leadership questionnaire was 0.93 and the job performance questionnaire was 0.85. The results showed that all aspects of the transformational leadership have a positive and significant relationship with the teachers' job performance, among which the correlation coefficient of the inspiring motivation (r = 0.491) was higher than the other components. The results of the step-by-step regression showed that from among the components of transformational leadership, in the first step, the component of the inspirational motivation by itself explains more than 23% of teachers' job performance and in the second step the component of the inspirational motivation along with the mental persuasion explain more than 26% of the teachers 'job performance. In the third step, the components of the inspirational motivation, ideal influence, and mental persuasion together predict more than 27% of the teachers' job performance. Beta coefficients showed that the variables of the inspirational motivation, mental persuasion and ideal influence predict the 0.38, 0.32 and 0.23 of the job performance variable, respectively. Therefore, it is possible to improve the teachers' job performance using the transformational leadership.

In today's complicated and dynamic world, in order to maintain their competitive advantage, the organizations need to be integrated into one entity so that they can learn faster than their competitors. The purpose of the present study was to investigate the impact of transformational leadership on learning organization development in the applied universities of the west of Mazandaran province. The statistical population of the study consisted of 220 staff members of Mazandaran province. The sample consisted of 136 of them who were selected by simple random sampling. Data collection tools were Watkins & Marseille Learning Organization Questionnaire (1996) and Bass & Avolio Transformational Leadership Questionnaire (2000). Data were analyzed using regression analysis. The results showed that subjective motivation, ideal influence, inspirational motivation, and personal considerations have positive effects on learning organization development in the applied universities of the west of Mazandaran province. Also, transformational leadership style has positive effect on learning organization development in the applied universities of the west of Mazandaran province.

Background and Aim: Workplace bullying around the world is a work-injury factor, a mental health alarm and a global disaster. The aim of the present study was to investigate the relationship between transformational leadership and workplace bullying among employees at Shiraz University of Medical Sciences taking into account the mediating role of organizational health. Materials and Methods: The research method was descriptive - survey. Research instruments chosen for the purpose of this study included The multifactor leadership questionnaire as the standard instrument for measuring transformational leadership behavior Bass & Avolio with(0.79) reliability, Graham Lowe’s standard questionnaire of organizational health questionnaire with(0.79) reliability and for organizational bullying a researcher-made questionnaire with(0/83) reliability was used. The statistical population of the study consisted of 265 university staff who were selected by simple sampling method. The research hypotheses were analyzed using SPSS and Lisrel 8.8 softwares and descriptive statistics and path analysis. Results: The results showed that the components of transformational leadership affected workplace bullying indirectly and negatively through the mediation of organizational health. In addition, among the components of transformational leadership, idealized influence had the highest indirect effect(-0/19) on workplace bullying. Among the components of organizational health, vibrant workplace had the highest level of direct effect(-0/27) on workplace bullying. Conclusion: A good leadership style creates a healthy organization and reduces workplace bullying. Therefore, organizations need to develop organizational health and provide training, especially to managers of organizations.

Purpose of this study was to determine the influence of t ransformational leadership on job performance with the roles of identity and job involvement. Method: This study is applied one in terms of purpose, and its data collect io n method is descriptive-survey. Statistical universe of the study includes municipality's employees who work at the district 2 in Tehran, they were 243 and 149 people were selected by simple random sampl ing metho d through Cochran's formula. To collect questionnai res, we used Bass and Olivier (2000) transformat io nal leader ship quest ionnaires, job performance of Patterson (1963), job involvement of Salanova et al. (2005) and the quest ionnaire of organizational ident ity f rom Ch eney (1983). To determine validity of the quest ionnai res we used content validity method and also the reliability of the quest ionnaires was confirmed by Cronbach's alph a. In order to analyze the data, we used descriptive statistics and inferential statistics and structural equat ion modeling, st ructural equation modeling method with the help of Smart PLS 2 software. Findings: The results showed that transformational leadership is directly and indirectly influences on job performance through the mediation of job involvement and organizational identity. Also, transformational leadership influences on organizat ion al ident ity, job involvement and job performance. Conclusion: transformational leadership has an impact on the job performance with a mediat ing role of job involvement which can have a direct and positive impact on managerial st ructure, managerial performance, sat isfaction of employee. Therefore, it is suggested that by choosing a transformational leadership style, to h elp in improving the empowerment of employees for prop er efficiency, improve job performance, employees' work quality and their performance in gener al so that to see more commitment of employees. [ABSTRACT FROM AUTHOR]

The aim of this study is to survey the effects of leadership styles (transformational and servant leadership) on employees’ behavioral patterns regarding change (change reception, resistance to change and indifference to change). The statistical population included employees of Ahvaz governmental organizations. Non-probability sampling method (available sample) was used and finally, 307 questionnaires were returned by the subjects and provided the basis for data analysis. Validity was confirmed through evaluation of experts and reliability was measured through Cronbach's alpha coefficient. Results of data analysis, based on structural equation modeling, show that transformational and servant leadership styles have a positive and significant influence on the reception to change but have a negative and significant impact on the resistance and indifference to change.

Background and Objective: Considered a key factor in an organization, leadership affects the promotion of innovative behavior of employees in proportion to occupational developments. This study analyzed the effects on leadership styles on innovative behavior with a moderating role of occupational involvement. Methodology: This is an applied descriptive-correlational survey, in which the statistical population included the employees working at an industrial organization of the defense sector. The simple random sampling method was employed to select 218 employees as the statistical sample. A standard questionnaire and structural equation modeling (SEM) were used for data collection and data analysis, respectively. Findings: Transformational and relational leadership styles had the greatest positive effects on the innovative work behavior of employees. Moreover, occupational involvement moderated the relationships between leadership styles and innovative behavior of employees. Conclusion: Developing transformational and relational leadership capabilities and styles of managers at the studied organizations improved the ability and willingness to show innovative behavior in proportion to the nature and diversity of their jobs.

Background and Objective: Out of various types of infrastructure required for the effective execution of knowledge management, social-humane factors, especially leadership, plays a vital role. This study aimed to analyze the effects of transformational leadership on employee perception of organizational knowledge management execution by considering the mediating role of psychological empowerment. Methodology: This is an applied descriptive-correlational study, in which the statistical population included 1900 employees of Iran Insurance Company based in Tehran. The simple random sampling method was employed to select 320 employees as the statistical sample, and a standard questionnaire was used for data collection. The structural equation modeling (SEM) technique was used for data analysis in AMOS. Findings: Transformational leadership had a positive, significant effect on employee perception of organizational knowledge management. It was also confirmed that psychological empowerment had a mediating role. Conclusion: If the senior managers of organizations play a transformational leadership role and support knowledge management projects, they can improve employee empowerment and help perceive the knowledge management effectiveness.

Continuous organizational changes in today’s dynamic and changing environment requires the presence of insightful, strategic, or in more clear terms, transformational leaders. Given increasing attention paid to the function of leadership in creating organizational changes in the world and its role in developing organizational citizenship behavior (OCB). The present study attempted to explore the mutual relationship between transformational leadership and OCB with a focus on mediatory role of two variables of emotional trust and cognitive trust. This study is an applied research in terms of objectives it follows and a descriptive-survey research with regard the research methodology. The population under study included staff working in different branches of Mehr Eghtesad Bank in Shiraz. The sample size includes 150 respondents which were determined using Cochrane Formula. The data were collected through four questionnaires: Transformational Leadership Questionnaire, OCB Inventory, emotional Trust Questionnaire, and Cognitive Trust Questionnaire. Data were analyzed by LISREL Software. Findings show that there is no significant relationship between transformational leadership style and OCB among the respondents. However, adding emotional trust and cognitive trust to the model show that there is a positive relationship between transformational leadership style and these two variables. In addition, a positive significant correlation was also found between emotional and cognitive trust and OCB

This study set to examine the effect of ethicality culture themes on the auditor’s impartiality in the light of the moderating role of transformational leadership of the auditor’s partners. This study was an applied research project that was carried out through a descriptive-correlational method in a time span of 6 months. The sample of the study was comprised of 211 auditors working in the Iranian Auditing Organization and the private auditing companies that were selected through simple random sampling. In order to collect data, first the validity and reliability of a questionnaire was confirmed and then it was used to collect the data. To analyze the data and test the study hypotheses, partial least squares (PLS) regression was used. The results indicated that the ethical culture in auditing firms has a significant, positive effect (4.76) on the auditor’s impartiality. Moreover, it was revealed that as a moderating variable, the transformational leadership of the auditor’s partner strengthens (4.37) the positive effect of ethicality culture on the auditor’s impartial behavior. [ABSTRACT FROM AUTHOR]

The purpose of this research was to explan the relationship between transformational leadership and learning organization in Agricultural Jihad Organization of Isfahan Province The research method was descriptive - correlational. Research populations consisted of 215experts of organization that by using Krejcie and Morgan table and, the number of 136 persons through stratified random sampling technique as was selected. Data collection tool was two Multifactor Leadership Questionnaire Bass and Avolio (1994) and known as the MLQ questionnaire and a standardized questionnaire of organizational learning (DLOQ) Watkins and Marsick (1998). According to pilot test and calculating Cronbach's alpha was α=0.92 for components of learning organization and for transformational leadership Questionnaire obtained α=0.978. The results indicated that, the state of Agriculture Jihad Organization of Isfahan Province in terms of transformational leadership was at average level and score of agriculture to promote the learning organization wasmore than average. Results of regression analyzes showed that there was significant positive relationship between transformational leadership and learning organization components. [ABSTRACT FROM AUTHOR]

Context: In the age of global competition, performance evaluation is essential for the survival of the organization. Here, the leadership style is of paramount significance, and the main reason to assess and measure organizational performance is to increase the organization overall effectiveness. Purpose: The aim of this study is to investigate the relationship betweenTransformational and Transactional Leadership Style and organizational performance of the staff of University of Qom Method: The study is applied with library–field data collection procedure and the methodology is correlational. The statistical population consists 440 staff of University of Qom. The sample size was estimated by Morgan,table to number 203 that were selected by simple random cluster sampling. Bass and Avolio’s (2000) Multi-factor Leadership (MLQ) questionnaire and Hersey and Goldsmith’s (1980) Organizational Performance (Achieve) questionnaire were used as the instruments in the study, and their reliability and validity were examined by confirmatory factor analysis and Cronbach's alpha coefficient, respectively. Result: The results showed that Transformational leadership style (r = 0.31; p < 0.05) and Transactional (r = 0.17; p < 0.05) have positive and significant relationship with the organizational performance. The results of simultaneous regression showed that about 51 percent of the leadership is able to explain and predict changes in organizational performance (r = 0.716; R2 = 0.512; Adj = 0.134) that its highest level is related to transformational leadership with beta factor of 0.36 (β = 0.36). Conclusion: It came to light that there is a meaningful relationship between leadership styles and organizational performance.

Purpose: The purpose of this study is to determine the effect of transformational leadership, with the mediating role of individual motivation and knowledge sharing, on the innovative work behavior of public library staff of Fars province. Method: The present research is an applied study that was conducted using the descriptive-survey method. The statistical population of this study included the staff of public libraries in Fars province, whom at the time of the study numbered 350. 184 people were selected as the research sample using simple random sampling method using Cochran’s formula. In order to collect data, the questionnaire of the officer and others (2019) was used. For data analysis, partial least squares method and structural equation modeling in Smart PLS software were applied. Findings: The results show that transformational leadership has a direct positive and significant effect on innovative work behavior (t = 3.450) transformational leadership directly has a significant positive effect on individual motivation (t = 7.201). Furthermore, individual motivation has a direct and significant positive effect on innovative work behavior (t = 3.847). Transformational leadership has an indirect and significant effect on innovative work behavior due to individual motivation (t = 3.775). Moreover, transformational leadership, considering the moderating role of knowledge sharing, has a significant positive effect on innovative work behavior (t = 7.703), and knowledge sharing reinforces innovative work behavior. Originality/value: Transformational leadership improves the innovative work behavior of public library staff by influencing their individual motivation. Furthermore, knowledge sharing strengthens the impact of transformational leadership on innovative work behavior. The innovation of this research is in that it has studied the role of transformational leadership in innovative work behavior in the public libraries of Fars province for the first time.

Developing marketing capabilities without paying attention to intellectual capital and especially human capital is impossible. On the other hand, dynamic economic environment requires attention to the importance of transformational leadership development in organizations; because leaders in this level have a great role in the process of creating the human capital and other dimensions of intellectual capital and consequently, improves organizational performance. This paper explores how employees' perceptions on leaders' transformational style positively affect their human capital benefits and consequently affect other components of intellectual capital and ultimately marketing capabilities of business organizations. For these purposes, 368 responses from middle and top level management of small and medium sized businesses operating in the food industry located in industrial zones across the country were selected by multistage cluster sampling. The results show that transformational leadership factors have strong and significant potential to influence employee perceived human capital benefits, and most importantly, human capital, with the influence of other components of intellectual capital, plays a mediating role in the relation between transformational leadership and other components of intellectual capital. Finally, evidence suggests the direct and significant impact of informational capital, structural capital, and relational capital on marketing capabilities of small and medium-sized of enterprises operating in the food industry of IRAN. [ABSTRACT FROM AUTHOR]

The purpose of this study was to investigate the mediating role of perceived transformational Leadership in the relationship between mindfulness and subjective well-being in the Ferro Gilan Complex. The study was descriptive in terms of purpose and descriptive-correlational in terms of data collection method. The statistical population was comprised of all Ferro Gilan Complex employees (N=419), out of which a sample of 200 people were selected via simple random sampling based on Cocran formula. Data collection tools were subjective well-being questionnaire of Keyes and Magyar-Moe (2003), mindfulness questionnaire of Baer et al. (2006), and transformational leadership questionnaire of Bass and Avolio (1997). The obtained data was analyzed descriptively and inferentially using structural equation modeling in SMART PLS2 and SPSS 20. The findings indicated that perceived transformational leadership has a full mediating role in the impact of mindfulness on subjective well-being. [ABSTRACT FROM AUTHOR]

The purpose of this study was designing and testing a model of antecedents (including ethical leadership, transformational leadership, transactional leadership, and organizational centralization) and consequences (including job frustration, job anxiety, workplace deviance, and employee silence) of perceived organizational politics in the employees of Abadan oil Refinery Company. The research design of this study was correlational, done through structural equation modeling (SEM). The statistical population included all employees in Abadan oil Refinery Company in the year 2018, out of which a sample of 459 employees was selected using multistage random sampling method. The data collection instruments included perceived organizational politics (Zho & Ferris, 1996), ethical leadership (Brown et al., 2005), leadership styles (Ismail et al., 2010), organizational structure preference (McShane & Von Gilnow, 2013), job frustration (Peters et al., 1980), job anxiety (Parker, & De Cotiis, 1983), workplace deviance (Aquino et al., 1999) and employee silence (Brinsfield, 2013) scales. The structural equation modeling was used to test the proposed model. Also, bootstrapping method was used to evaluate indirect effects in the model. Results showed that the fitness indices for the proposed model were in the acceptable range; however, by imposing some modifications, the model achieved a better fitness. The results also showed that all direct paths (except for the paths of transactional leadership and centralization to perceived organizational politics, and the paths of job frustration to workplace deviance and employee silence) were significant. Based on the findings of the present research, political perceptions can bring about employee silence and workplace deviance. Therefore, it is essential to pay attention in this regards. [ABSTRACT FROM AUTHOR]

Due to global competition, performance evaluation is required for the survival of the organization; main reason to assess and measure organizational performance is to increase the organization’s overall effectiveness and business processes. the aim of this study is to investigate the impact of leadership style on human resources performance in organization mediated by organizational silence. Research method is correlation based on structural equation modeling, the statistical population consist of Sari Sepah Bank branches official staff to number 430. The sample size was estimated by Cochran formula to number 203 that were selected by multistage random cluster sampling. The used instrument in this study is three standard questionnaires- leadership measurement Avolio (1997), organizational performance Echio (2003) and organizational silence Vandyne ;et al (2003) - On which their reliability were confirmed by factor analysis and have appropriate validity. Data were analyzed by SPSS software and LISREL. The results showed that transformational leadership style and exchange have positive and significant relationship with organizational performance. organizational silence have negative relationship with organizational performance. Transformational leadership enhances performance mediate by organizational silence and transactional leadership reduces performance mediate by organizational silence. Tansformational leadership have negative relationship with organizational silence. transactional leadership have positive relationship with organizational silence. Due to greater impact of transformational leadership in enhancing organizational performance in compared to transactional leadership and broke the silence; were recommended to banks managers to operate this leadership style in their plans as common style and dominant and enhance the performance of their organizations in today's competitive world .

The purpose of this research was to explan the relationship between transformational leadership and learning organization in Agricultural Jihad Organization of Isfahan Province The research method was descriptive - correlational. Research populations consisted of 215experts of organization that by using Krejcie and Morgan table and, the number of 136 persons through stratified random sampling technique as was selected. Data collection tool was two Multifactor Leadership Questionnaire Bass and Avolio (1994) and known as the MLQ questionnaire and a standardized questionnaire of organizational learning (DLOQ) Watkins and Marsick (1998). According to pilot test and calculating Cronbach's alpha was α=0.92 for components of learning organization and for transformational leadership Questionnaire obtained α=0.978. The results indicated that, the state of Agriculture Jihad Organization of Isfahan Province in terms of transformational leadership was at average level and score of agriculture to promote the learning organization wasmore than average. Results of regression analyzes showed that there was significant positive relationship between transformational leadership and learning organization components. [ABSTRACT FROM AUTHOR]

Background and Aim: Workplace bullying around the world is a work-injury factor, a mental health alarm and a global disaster. The aim of the present study was to investigate the relationship between transformational leadership and workplace bullying among employees at Shiraz university of medical sciences taking into account the mediating role of organizational health. Materials and Methods: The research method was descriptive - survey. Research instruments chosen for the purpose of this study included The multifactor leadership questionnaire as the standard instrument for measuring transformational leadership behavior Bass & Avolio with(0.79) reliability, Graham Lowe's standard questionnaire of organizational health questionnaire with(0.79) reliability and for organizational bullying a researcher-made questionnaire with(0/83) reliability was used. The statistical population of the study consisted of 265 university staff who were selected by simple sampling method. The research hypotheses were analyzed using SPSS and Lisrel 8.8 softwares and descriptive statistics and path analysis. Results: The results showed that the components of transformational leadership affected workplace bullying indirectly and negatively through the mediation of organizational health. In addition, among the components of transformational leadership, idealized influence had the highest indirect effect(-0/19) on workplace bullying. Among the components of organizational health, vibrant workplace had the highest level of direct effect(-0/27) on workplace bullying. Conclusion: A good leadership style creates a healthy organization and reduces workplace bullying. Therefore, organizations need to develop organizational health and provide training, especially to managers of organizations. [ABSTRACT FROM AUTHOR]

Extended Abstract Scholars of strategy refer to the leadership as one of the most important parameters in success or failure of strategic plans. However, there are just a few studies that so far have deeply investigated the role of the specific leadership style in the strategy implementation process. To fill this gap, the current empirical surveys the role of , and evaluates four factors namely innovation capability, organizational commitment, organizational learning and employee motivation in this relationship. Data gathered from a sample of 250 senior level managers of the industrial equipment and utilities contractors and analysis were done by regression models. Findings acknowledged the relationship between transformational leadership and strategy implementation and showed that the most important functionality of transformational leadership in strategy implementation is in developing commitment and motivation; and this leadership style could prepare the organization for successful attainment of the strategic goals and facilitation of the strategy implementation with innovation, commitment, learning and motivation. Introduction From the last few years it has been witnessed that transformational leadership is very important aspect of leadership that is highly associated with organizational performance (Ahmed et.al, 2014). Effectiveness of transformational leadership measures the ability of leaders to provoke the followers towards the strategic goals and provide facilitation in the process of strategy implementation. Early researches of transformational leadership were about the features of leaders and their relationship with followers (e.g. Carter et.al, 2014; Li, Mitchell & Boyle, 2016). Further researches needed to deeply investigate the relationship between different leadership styles such as transformational ones and organizational outcomes, such as strategy implementation (O'Reilly et.al, 2010). The literature of strategy implementation is also needed to researches which go beyond identification of implementation obstacles and provide clearer explanation of how to implement strategies more effectively. Such deep pathologies could help academics and practitioners to comprehensive understanding of a complex, obscure strategy implementation nature. Case Study This investigation has been conducted on a sample of senior level managers of industrial equipment and utilities contractor companies. The contracting industry was chosen for two important reasons. First, contractor companies have had a good record of strategic planning, and so, strategy implementation is meaningful for most of them. Second, numerous projects in different fields were defined in Iran during the last decade (e.g. Energy, Building, Power & Infrastructures). Contractor companies play a key role to do these projects on time and with a low cost, and so, theirs strategy implementation is a core parameters to get to these capabilities. Materials and Methods This study objective is in the context of applied science. The main goal of the current study is to provide an explanation about the role of transformational leadership and its outcomes on strategy implementation. Data for this empirical analysis was gathered through a questionnaire and the research instrument comprised of questions on transformational leadership (Bass et.al, 2003), strategy implementation (Mazloomi & Jalali, 2014), organizational learning (García-Morales, Jiménez-Barrionuevo & Gutiérrez-Gutiérrez, 2012), organizational commitment (Walumbwa et.al, 2005), innovation capability (García-Morales, Jiménez-Barrionuevo & Gutiérrez-Gutiérrez, 2012), and employee motivation (Ahmed et.al, 2014). Questionnaire validity and reliability was approved by nominal validity and Cronbach's alpha coefficient. Then, the required data were gathered from a sample of 250 senior level managers of industrial equipment and utilities contractor companies. Discussion and Results Results showed that all proposed hypothesis are statistically significant. By conducting correlation analysis, researchers found that all of independent variables have a positive and strong correlation with the dependent variable, namely strategy implementation. Then, the hypothesis and the interaction between variables were tested by conducting regression analysis in 7 distinctive models. Regression analysis showed that transformational leadership has a positive, direct relationship with strategy implementation. In addition, outcomes of transformational leadership including organizational commitment, organizational learning, innovation capability, and employee motivation have a positive relationship with strategy implementation and also directly influence the relationship between transformational leadership and strategy implementation. Conclusion As many scholars posited, inefficient leadership is a very important obstacle of strategy implementation (Okumus, 2003; Dobni 2003; Miller, Hickson & Wilson, 2008; O'Reilly et.al, 2010). However, there is a key question, which leadership style could help organizations to implement strategies more effectively? To answer this question, we need numerous researches to analyze the effect of different leadership styles on strategy implementation and then, comparative studies to find out more effective leadership styles in different situations. This research is a novel piece of the puzzle of leadership style-strategy implementation since there is no systematic research on the relationship between transformational leadership and strategy implementation. By recognizing the facilitator role of transformational leadership in implementation of strategies, the managers can use this leadership style to strengthen the commitment toward strategies, fostering innovation capability, creating positive motivation among employees and building a more learning organization which share and disseminate experiences about strategy implementation among internal and external stakeholders.

Background and aims: : The aim of the present research is Designing and Testing a Structural Modeling of Precedents and Outcomes of Occupational Commitment. The variables in this model are included: Precedents (Conscientiousness, transformational leadership and Islamic work ethic and psychological climate) and Outcomes of occupational commitment (turnover intention, emotional exhaustion and self development behavior). Methods: The research method is descriptive-correlation. The sample (According to the entry requirements for this study) consist of 210 Khuzestan Steel Company employees who selected by Stage random sampling (males=199; female=11). The occupational commitment, psychological climate, NEO personality trait, General transformational leadership, Islamic work ethic,turnover intention, Burnout and self development behavior scales was used to collect research data. fitness of the proposed model was examined through structural equation modeling )SEM( by using amos-21 software package.also the bootstrap procedure was used for examine the indirect effects. Results: Findings indicated that the proposed model fit the data properly. Better fit has been obtained by omitting 1 non-sighnificant path. Among 10 direct hypothesis just one hypothesis has not been confirmed (the direct effect of transformational leadership on the occupational commitmen).All of the indirect effects were confirmed. Conclusion: the present study provides insight about the role of individual, cultural and organizational variables in improving onechr('39')s commitment to the occupational and thus reduce emotional exhaustion and turnover and the Costs arising from them.

This study was accomplished in order to investigate the role of transformational leadership in decreasing employees` cynicism. The importance of positive psychology and its implications in organizational behavior, especially the role of employees` psychological characteristics, and the mediating role of positive behavior, psychological capital and psychological empowerment were all considered in this study. One hundred and three employees from medical care organization were recruited via a random sampling approach, in Qom province. Bass transformational leadership, Luthans, Yousef, and Avolio psychological capital, Spreitzer psychological empowerment, and Kian's organizational cynicism questionnaires, were used to gather the data. The findings showed that transformation leadership, psychological capital, and psychological empowerment were effective in decreasing employees` cynicism. Moreover, positive organizational behavior was found to have a mediating role in the relationship between transformational leadership and employees` cynicism. The results suggest that enhancing transformational leadership, psychological empowerment and psychological capital have a significant effect on decreasing employees` cynicism and even on preventing it.

Employees’ performance is always considered by the managers of the organizations to gain competitive advantage. Both job involvement and commitment of employees are necessary for organization. Transformational leaders can improve the efficiency of human resources. Therefore, they use their human resource strategy to enhance employees’ affective commitment and job involvement. The present study investigated the relationship of human resource strategy and transformational leadership with affective commitment among employees of the Sina insurance company. It was a descriptive survey in terms of methodology and an applied study in terms of objective. For data collection, a questionnaire was administered to 92 participants selected by cluster random sampling. The hypotheses of the study were tested by structural equation modeling (SEM) using partial least squares (PLS). The results showed the positive, significant relationship of the human resources strategy and its dimensions with affective commitment and also the relationship of transformational leadership and its dimensions with affective commitment. The effect of the staff recruitment strategy and intellectual stimulation on affective commitment had the maximum factor loading in the theoretical model of the study. JEL Classifications: O15; J24; M12

The purpose of this study is to Investigation the Mediation Role of perceived Social Value Between perceived Transformational leadership and Job Commitment in Guilan Technical & Vocational Organization. Methodology of research is operational and according to the manner it is descriptive and correlation research and data gathered by means of inventories and survey research method. All employees in Guilan Technical & Vocational Organization (N=459) selected as statistical universe, and a group of 231 people determined as sample by simple stratified sampling (Quota) and Cochran formula. The results of statistical data were studied using Smart PLS 2 software. The findings shows perceived Transformational leadership has positive effects on perceived Social Value. Also, the Social Value has positive effects on Job Commitment. Also, The findings shows perceived Transformational leadership has positive effects on Job Commitment. So, social value has a partial mediator role in significant impression of transformational leadership to job commitment. according to the approved the ‌‌mediation role of perceived social value between perceived transformational leadership and job commitment, administrators should trying to bring development in line with the transformational management system. also, trying to grow and improve common social values within the organization. pay attention to issues such as joint meetings between managers and employees, seminar and meetings can have an important role in changing the attitude of staff. this makes them aware of the policies of the organization change and improve their social values, reponsibility and participation and increasing their job commitment.

The relationship between transformative leadership and self efficacy of faculty members K.N.T.U. Abstract: The aim of this study was to investigate the relationship between transformational leadership style and self-efficacy of K.N.T. University faculty members. the research method was correlation .the statistical population included all faculty members of K.N.T University (N= 304). 170 faculty members were selected, using Kerjesi and Morgan Table. For sampling, random sampling method was used. A questionnaire was used for data collection of faculty members. Its validity confirmed by views of faculty members and its reliability confirmed by conduction Cronbach's alpha. Data were analyzed using SPSS and test such as Pearson correlation coefficient and multiple regression analysis were conducted. Results showed that there were significant correlations between components of transformational leadership style (idealized influence, inspirational motivation, intellectual stimulation and individualized consideration) with self-efficacy of faculty members. regression analysis showed that among predictive variables, idealized influence had the most role in predicting self-efficacy of faculty members. Keywords: Transformational Leadership, self efficacy, idealized influence, intellectual stimulation, inspirational motivation, personal considerations

One of the major factors in directing staff behavior is leadership style applied in the organization. More and more organic organizational structure and transformational leadership style will increase the possibility for employees to develop and show organizational citizenship behaviors. As economic margrave of a country, customs has an especially important role in implementing the country economic policies. One of the factors which can have profound effects on the service quality in this part is organizational citizenship behavior. Accordingly, this study was aimed at investigating the role of leadership in the development and promotion of organizational citizenship behaviors among customs staff of Zahedan. The research method in terms of purpose is applied and in terms of data collection method is descriptive-correlational. The research population was all of Zahedan customs employees. Surveying sample was determined 110 people by Cochran method. Questionnaires were used for collecting data. T test, confirmatory factor analysis test, and Smart PLS software were utilized to analyze the data. Questions reliability was ideally analyzed using professors’ comments and the variance average. Cronbach's alpha of whole the variables is greater than 0.6 therefore, all the variables are approved in terms of reliability. Variance average (AVE) extracted is always greater than 0.5 thus, convergent reliability was proven as well. Also, compound reliability is greater than AVE. Results showed that there is a positive and significant correlation between transformational leadership coefficient and organizational citizenship behavior with effect coefficient of 0.712

At the present time, organizations are increasingly faced with dynamic and changing environments. In these turbulent conditions, firms need to be flexible, adaptive, entrepreneurial and innovative. There are numerous preconditions for an innovation organization that transformational leadership and knowledge sharing play the most important and key role. The aim of this study was to investigate the relationship between transformational leadership and organizational innovation with mediating role of knowledge sharing. This is a descriptive correlational study with purpose from the applied research. The sample size was 160 senior managers of engineering companies on field of robotic in Tehran that were selected by random method. The instruments used in this study were standard knowledge sharing questionnaire, the combined questionnaire of transformational leadership combined (Nasehifar et al, 2013; Bass, 1985; Timothy et al, 1999) and combined questionnaire of organizational innovation (Jimenez-Jimenez et al, 2008; Panayides, 2006; Prajogo & Sohal, 2006; Mirkamali & Choopani, 2011). Reliability of the questionnaire was reported by using Cronbach's alpha as 0/89, 0/93and 0/93, respectively. Test validity, with construct validity using was confirmed. Results of Pearson Correlation showed that all of transformational leadership, organizational innovation and Knowledge sharing components are mutually correlated with each other (p < 0/01). Implementing structural equation modeling with Partial Least Squares (PLS-SEM) for relationship between transformational leadership and organizational innovation through mediator variable knowledge sharing tests, we found that the proposed model has a good fit and organizational innovation is well explained by transformational leadership and knowledge sharing. Also all of the model path coefficients were significant

The purpose of this study was to investigate the role of trust and collective efficacy mediators on the relationship between transformational leadership and teamwork. This research is applied in terms of the purpose and from the perspective of the method is a descriptive correlation. The statistical population consisted of all the staff of the General Directorate of Education in Hormozgan province, which was selected using the Cochran formula of 176 people and selected by stratified random sampling method in the form of 10 working teams. For collecting data, Boston Leadership Style Leadership Questionnaire, Michael West Teamwork Questionnaire, Zarei & Associates Organizational Trust Inventory and Chen Individual and Individual Self-Efficacy Questionnaire were used for data analysis. Structural Equation Methodology was used with PLS software. The results indicate that collective self-efficacy has a moderating role on the relationship between transformational leadership and team performance, but no such role was found for organizational trust.

The purpose of this study is to investigate the relationship between transformational leadership style of managers and employees’ readiness for changing in Primary Schools of Javanrood in 2014-2015; and the used method was a correlation one. The study population included all employees of Primary Schools in Javanrood that are 274 persons. The research sample consisted on 159 persons based on Morgan Table. The participants were selected through a stratified random sampling method. Data was collected by the use of two questionnaires; one is multifactor leadership questionnaire by Bess et.al (2000), and another one is attitudes toward the organizational changes by Dovenham et.al (1998). The reliability of both questionnaires was calculated as 0.91 and 0.87 based on Cronbach’s Alpha respectively. The results of Peasrson’s correlation showed that there is a significant relationship between transformational leadership style of managers and employees’ readiness for changing. Also, based on multiple regression analysis with stepwise method it was showed that transformational leadership style is able to predict all components ready for change. Thus the managers can prepare a field in which the employees’ readiness for changing could be improved.

organizational science is moving toward the development of a paradigm that can bridge the micro-macro gap in theory and research. In this research, Public service motivation as a multi level construct is studied,using multi level approaches and by the means of hierarchical linear modeling (HLM) which is one of the multi level analysis techniques. Random Sampling method was employed in a standard questionnaire to gather information from administration staff of38 organization in Tehran Municipality and824 questionnaires were analyzed.Total output of statistical analysis indicates surface and multi level relations of variables of research in three levels of individuals,working groups and organization. The achieved results show that although leadership is a determining factor to empower public service motivation, but working groups have more effective role in this regard, in such a manner that public service motivation are being impressed by the quality of relation between members of group. The important point that is presumed from this tri-level analysis is mentionable modifying effect of organizational cliement on the relations between individual and group factors.

The purpose of this research was to study the relationship between transformational leadership and organizational excellence of educational offices of Zanjan province. In this study, the variables of transformational leadership and organizational excellence were considered as the independent variable in five dimensions and the dependent one, respectively. This study, in terms of purpose, was an applied research and in terms of method was descriptive-survey and correlational. The population of the study was the whole staff of the educational offices of Zanjan province with  people, and the selected statistical sampling based on Cochrane formula was 270 people selected by stratified random sampling. A multifactor standard leadership questionnaire and EFQM were used to measure the research variables. Multivariate regression test was used to analyze the data. These results suggest that there is a positive significance between the five dimensions of transformational leadership and organizational excellence, and the role of transformational leadership in explaining organizational excellence was justified.

Due to research developments in social and human sciences, scientists have come to this conclusion that having command over all aspects of a subject is almost impossible. Therefore, they tried combinational studies which would provide them with the extract of the current studies related to a special subject in a more systematic way. Due to the importance of the relationship between transformational leadership and organizational citizenship behavior, this study has reviewed 8 articles aiming for merging quantitative results of studies regarding the relationship between transformational leadership and organizational citizenship behavior in Iran, using meta-analysis method and comprehensive meta-analysis software (CMA2).The results of meta-analysis indicates that there is a higher than average relevance between transformational leadership and organizational citizenship behavior (with average effect-size of 0.6). Among the transformational leadership attributes, idealized behaviors with the effect-size of 0.62 has the greatest effect-size regarding organizational citizenship behavior and individual considerations with the effect-size of 0.54 has the least effect-size regarding organizational citizenship behavior.

The aim of this article was surveying the role of transformational leadership in intellectual capital and psychological Capital with emphasis on transformational management. The research objective was applied and the research type was analytical survey. The statistical population was made up of over 220 faculty and 450 staff members of Lorestan University. The sample size was 281 cases which were obtained using Cochran's formula and random sampling - stratification.. The validity of questionnaire was proved using content validity method and their reliability using Cronbach's alpha. In this article to test hypothesis and conceptual model structural equation approach and Amos 18 software were used. The result show the transformational leadership has relationship with intellectual capital and psychological Capital and transformational management. Also the results show the transformational management has relationship with intellectual capital and psychological Capital.

The purpose of this study is to analyze the mediatory role of employees participation in explaining Relationship between transformational leadership and readiness for organizational change. Concerning its purpose, the study is practical and considerate the data collection procedure it is a descriptive correlation study. The population of the study includes Office of Education Kurdistan and Office of Education Region 1 and 2 in Sanandaj. Using a classified random sampling a sample of 170 employees selected and studied. The instruments used were the Transformational leadership Questionnaire (Bass & Avolio, 1997), Employee participation Questionnaire (researcher-made) and readiness for organizational change Questionnaire (Dunham et al, 1989), that their validity and reliability were confirmed. Data were analyzed using Pearson's correlation test, multiple regression analysis and Path analysis. The results showed that there was significant positive correlation between transformational leadership and readiness to change; there was significant positive correlation between transformational leadership and employee participation; and there was significant positive correlation between employee participation and readiness for organizational change. The results of path analysis showed that two components sharing information and participation in decision making have Mediating role in the relationship between the components of idealized influence, intellectual stimulation and individualized consideration with readiness for organizational change