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Copyright of Revista Foco (Interdisciplinary Studies Journal) is the property of Revista Foco and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Objective: The primary aim of the present investigation was to establish a model delineating the professional competencies exhibited by educational managers within the program and budget organization of Iran. Methods: The research employed a systematic methodology via grounded theory, with the statistical population consisting of 16 experts or focal circles specializing in professional competencies. Data was gathered through interviews as the primary qualitative data collection method, and triangulation method (methods, theories, and investigators) was utilized to validate and ensure the reliability of the measurement tool. To dissect the qualitative data, a systematic approach based on foundational data theory (Strauss and Corbin) was implemented through three phases of open, axial and selective coding. Results: The outcomes reveal that the principal dimensions of professional competencies among educational managers in the Iran program and budget organization encompass six dimensions: causal conditions, contextual conditions, intervening conditions, strategies, consequences, and central categories. Conclusions: The distinctive aspect of the current study lies in its development of a model illustrating the professional competencies of educational managers within Iran's program and budget organization through a qualitative lens. [ABSTRACT FROM AUTHOR]

Copyright of Páginas de la Educación is the property of Universidad Catolica del Uruguay Damaso Antonio Larranaga and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Background and Aim: Technological education is considered a new model in the development of education, especially higher education, to promote cybernetic management and strategic intelligence of training managers, and can help the organizations to implement programs well. The purpose of this research was to develop a structural model of technological education for development of strategic intelligence and cybernetic management in managers of higher education centers in Kermanshah Province, Iran. Materials and Methods: This study was a quantitative-qualitative research. In the qualitative section, saturation was achieved by 15 interviews, and in quantitative section 281 questionnaires were completed and returned to the researcher. The measurement tools used in the qualitative part were semi-structured questionnaires, based on which two researcher-made questionnaires were extracted, while in the quantitative part, theMcCobe's strategic intelligence questionnaire (2007) and researcher-made technological education and cybernetic management questionnaires were used. Data were analyzed by SPSS24 and Amos software. Results: The results of confirmatory factor analysis indicated appropriateness of the measurement models obtained from constructed questionnaires. The structural equational model showed that technological education has a significant positive effect on cybernetic management and strategic intelligence. Conclusion: Development of strategic intelligence in higher education centers leads to more interactions between managers and the faculty members and personnel, as well as constructive relationships between faculty members and students. Furthermore, strategic intelligence is a proactive approach that can be beneficial in all sections of higher education centers. Considering the relationships between the variables studied, it is suggested that the aforementioned results be used to reduce the challenges in the programs and activities of educational managers of education centers. [ABSTRACT FROM AUTHOR]

Copyright of International Journal of Social Sciences (IJSS) / Uluslararasi Sosyal Bilimler Dergisi is the property of International Journal of Social Science and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of International Journal of Social Sciences (IJSS) / Uluslararasi Sosyal Bilimler Dergisi is the property of International Journal of Social Science and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Background: Today, the discussion of ethical behavior and ethical values is a prerequisite for management, and all managers and employees of organizations must respect these principles. The purpose of this study was identifying the dimensions and components of ethical leadership in educational managers of Mashhad University of Medical Sciences with competency approachMethod: In this research, a qualitative method and the grounded theory approach were employed. The population of the study was educational managers and educational assistants of Mashhad University of Medical Sciences in the academic year 2019-2020 among whom sixteen were selected through theoretical sampling method. The data collection method was a semi-structured interview. The information obtained from the interview was analyzed using content analysis technique in data theory using MAXqda10 software.Results: From the initial analysis of qualitative research data 513 codes were identified. In the next step, using axial coding, the identified codes were classified into 17 subcategories. Analysis of qualitative data showed that the component of ethical competence with sub-components (ethical knowledge, ethical attitude, and ethical skills) and technical competence with sub-components (technical knowledge, technical attitude, and technical skills) are the main components of ethical leadership in educational administrators of the University of Mashhad Medical Sciences.Conclusion: According to the dimensions of competency identified in the educational managers, it can be said when a training manager has the characteristic of ethical leadership he also knows what is morally right (ethical competence) and how to do it (Technical competence).

Copyright of International Journal of Social Sciences (IJSS) / Uluslararasi Sosyal Bilimler Dergisi is the property of International Journal of Social Science and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of International Journal of Social Sciences (IJSS) / Uluslararasi Sosyal Bilimler Dergisi is the property of International Journal of Social Science and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

BACKGROUND: Educational managers at universities of medical sciences are the suppliers of human resources to the healthcare system. Thus, attention to their professional empowerment can play a prominent role in improving the quality of medical science education. MATERIALS AND METHODS: The present study was implemented through the method of modeling and in the three stages of conceptual, modeling, and validation. The research environment was the medical science universities of Iran and the sampling method was purposive. The two qualitative approaches of literature review and semi-structured interview were used to develop the components of the model. The results were then integrated, the relationships between the components were investigated, and the model was eventually finalized. The resulting scores were analyzed using MicMac software. RESULTS: Twelve categories and 20 subcategories were identified in the first micro-study (desk research). Qualitative analysis of the interviews in the second stage led to the identification of 21 subcategories and seven categories. Components of the conceptual model were extracted from the results of the two first stages, both of which were aimed at the extraction of concepts relevant to dynamic empowerment of medical science educational managers, and the conceptual model for dynamic empowerment of medical science education managers was designed in the six categories of education, decision-making, organization, belief, dynamic capabilities, and environment after the interactions between the components were studied. CONCLUSIONS: Results of the present study revealed that dynamic empowerment of the managers is a multifaceted and multidimensional concept, and all of the factors incorporated in the conceptual model for dynamic empowerment of managers must receive special attention.

Background: Educational managers at universities of medical sciences are the suppliers of human resources to the healthcare system. Thus, attention to their professional empowerment can play a prominent role in improving the quality of medical science education., Materials and Methods: The present study was implemented through the method of modeling and in the three stages of conceptual, modeling, and validation. The research environment was the medical science universities of Iran and the sampling method was purposive. The two qualitative approaches of literature review and semi-structured interview were used to develop the components of the model. The results were then integrated, the relationships between the components were investigated, and the model was eventually finalized. The resulting scores were analyzed using MicMac software., Results: Twelve categories and 20 subcategories were identified in the first micro-study (desk research). Qualitative analysis of the interviews in the second stage led to the identification of 21 subcategories and seven categories. Components of the conceptual model were extracted from the results of the two first stages, both of which were aimed at the extraction of concepts relevant to dynamic empowerment of medical science educational managers, and the conceptual model for dynamic empowerment of medical science education managers was designed in the six categories of education, decision-making, organization, belief, dynamic capabilities, and environment after the interactions between the components were studied., Conclusions: Results of the present study revealed that dynamic empowerment of the managers is a multifaceted and multidimensional concept, and all of the factors incorporated in the conceptual model for dynamic empowerment of managers must receive special attention., Competing Interests: There are no conflicts of interest., (Copyright: © 2023 Journal of Education and Health Promotion.)