احمد کیخا

This research aims to identify the competencies of school principals based on Iranian studies for effective leadership in schools. Therefore, this research has been developed using a qualitative method and using meta-synthesis strategy. Therefore, after checking the keywords of managers' competence in internal databases, 150 types of research were extracted from 2005 to 2020, and finally, 70 types of research were included in the final analysis. The results included 19 primary pre-organizer themes and six secondary pre-organizer themes. Secondary pre-organizer themes include; Individual competencies (with primary pre-organizer themes: personal, professional, and functional), interactive competencies (with primary pre-organizer themes: intra-organizational interactions, extra-organizational interactions, and team building and teamwork), job competencies (with primary pre-organizer themes: career development, human resource management, and job recognition), organizational competencies (with primary pre-organizer themes: leadership, managerial-executive, soft capacity making, organizational effectiveness, and organizational quality), technical-specialized competencies (with primary pre-organizer themes: technological skills and knowledge skills), financial competencies (with primary pre-organizer themes: budgeting, financial management and planning, and financial efficiency and effectiveness). In the end, in addition to the network of themes, a competency model of school principals has also been drawn based on the results

The purpose of research is to reconstruct the role of team building and Teamwork in the accepting and creation of organizational changes in schools. In this qualitative research, phenomenological method was used. The participants in this research were nine school principals of the first education district of Mashhad, who participated in the interview in a targeted manner, considering their managerial, team building and Teamwork experience. The analysis of the results was done by using the seven-step Colaizzi method. In response to the first question, what is the managers' understanding of the experience of team building and Teamwork? After analyzing the results, managers' general experiences were evaluated regarding the role of team building and Teamwork in accepting and creating effective change. In response to the second question, what is the position of team building and Teamwork in accepting and creating organizational changes? The results show that managers have a correct and appropriate understanding of the concept of team building and Teamwork and consider it as a very influential factor in accepting and creating organizational changes. In response to the third question, what are the influential factors of team building and Teamwork in accepting and making organizational changes? Factors such as participation, responsibility and accountability, commitment, common and clear goals, ability and diverse expertise, capable and competent leadership, free-thinking, cooperation and conflict, support and trust, review and feedback, dynamic relationships, and Constructors were identified by school team building managers as the factors of team building and Teamwork that are most effective.