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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]

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]

The purpose of this study was to predict the impact of managers' ethical and spiritual behavior on the establishing transformational leadership at the University of Isfahan. Research method was correlational-descriptive and statistical population included all employees of the University of Isfahan at 1392-93 academic year (1230). Sample size was calculated from krejcie and Morgan table (201), and 188 questionnaires were returned. Because the number of employees was different in the departments and faculties, a stratified random sampling method was used. Measurement tools were a researcher-made questionnaire based on Reave (2005) and Fry (2003) studies with 16 items, and Bass (1985) transformational leadership questionnaire. Data analysis were performed based on correlation- coefficient and regression analysis. Findings showed that there is a significant and positive correlation between ethical and spiritual behaviors of university managers with transformational leadership ( 0.05). In addition, the components of the spiritual leadership (development of human culture, Job vision, integrity, honesty and humility) significantly predict the four components of transformational leadership style (idealized influence, inspirational motivation, stimulation intellectual and individual considerations). [ABSTRACT FROM AUTHOR]

This research paper aims to investigate the dynamic relationship between organizational learning and innovation and the impact of the relationship on performance in a research and development center. Transformational leadership and knowledge management were identified as two enablers of organizational learning and innovation; then causal loops were designed and finally simulated. The results reveal that leadership support from learning, promotes the knowledge level in the organization that consequently improves innovation. On the other hand, leadership support from innovation elevates the organizational performance which enhancement of commitment to learning activities is its feedback in the organization. [ABSTRACT FROM AUTHOR]