اکبر اعتباریان

Purpose: Alienation has a great impact on the performance of people. Therefore, the current research was conducted with the aim of identifying the dimensions and components of alienation. Methodology: This study was applied in terms of purpose and qualitative in terms of implementation method. The research community included the experts on the alienation of Isfahan city in 2021, and according to the principle of theoretical saturation, 20 of them (employees of government organizations) were selected as a sample using targeted and snowball sampling methods. The research tools consisted of a demographic information form and semi-structured interviews, which the validity of the interviews was obtained by the verification methodology and the reliability of the collected codes was 0.88 obtained through the two-week retest method. Data were analyzed with open, interactive and selective coding methods in MAXQDA software. Findings: Data analysis showed that alienation had 205 indicators, 29 components and 7 dimensions. The dimensions included extra-organizational alienation (with 5 components of dehumanization at work, cultural and social anomie, effects and values of industrial society, social alienation and cultural beliefs), organizational alienation (with 13 components of weakness in talent management, weakness of organizational socialization, unprofessional and weak managers, Organizational alienation, weak interpersonal communication, tension and conflict in the organization, weak rules and regulations, inefficient monitoring and control system, organizational disorder, organizational culture based on construction, corruption and rentier-seeking, autocratic management style and powerlessness at work), job alienation ( with 4 components of sense of meaninglessness at work, lack of job motivation, ambiguity in roles, duties, job and organizational frustration), individual alienation (with 4 components of inability to work, low self-esteem, psychological disorders and lack of employees ethics), unfavorable behavioral and organizational attitudes (with 1 component), job fatigue (with 1 component) and aversion to work (with 1 component). Conclusion: The identified dimensions and components for alienation can have many practical implications for specialists and organizational planners who can design and implement programs based on the identified dimensions and components to reduce employee alienation.

Purpose: Friendship-oriented leadership is one of the relatively new methods of leadership to gain a competitive advantage. Therefore, the purpose of this study was to design and formulate a friendship-oriented leadership model. Methodology: This study was applied in terms of purpose and qualitative in terms of execution method. The research community was experts and experts in the field of broadcasting leadership in 1400. The sample size was determined based on the principle of theoretical saturation of 20 people, and this number was selected by purposive sampling. The data was collected with a semi-structured interview, the validity of which was confirmed by the triangulation method and the reliability was calculated with the Cohen's kappa coefficient of 0.66. The data were analyzed by open, central and selective coding method based on database theory in MAXQDA software. Findings: The findings showed that 108 indicators were identified in 11 sub-categories and 6 main categories for the friendship-oriented leadership model; So that the friendship-oriented leadership model in the category of causal conditions includes individual abilities and capabilities and follower conditions, in the category of contextual conditions including organizational characteristics, demographic factors and human resources mechanism, in the category of intervening conditions including the organizational environment and extra-organizational factors, in the category of central phenomenon including leadership Friendship-oriented, in the category of strategies included leadership strategies, and in the category of consequences, it included positive consequences and negative consequences. Finally, the paradigm model of friendship-oriented leadership was designed. Conclusion: Specialists and organizational planners can use the categories and indicators identified for the friendship-oriented leadership model to improve their organization and create a competitive advantage and improve them in their organization.