سیروس قنبری

هدف این مطالعه بررسی نقش رهبری خدمتگزار و رهبری تیمی در عملکرد تیمی با انسجام تیمی و تیمی در تیم معلمان بود. جامعه پژوهش کلیه معلمان مقطع متوسطه استان کردستان بودند که به روش نمونه گیری تصادفی طبقه ای نسبی و بر اساس فرمول کوکران، نمونه ای از متشکل از 346 معلم شدند. روش تحقیق، مدلسازی معادلات ساختاری. برای جمع آوری داده ها از پرسشنامه لیدن و همکاران (2015) خدمتگزار رهبری. رهبری یک تیم تحقیقاتی بر اساس مدل Morgeson، DeRue & Karam (2010); Podsakoff & MacKenzie Team Cohesion (1994); توضیحات تیمی Bresó، Gracia، Latorre & Peiró (2008) و عملکرد تیمی Puente-Palacios، Martins & Palumbo (2016) استفاده شد. پایایی نامه ها با استفاده از تکنیک آلفای کرونباخ و پرسشنامه معتبر با استفاده از تحلیل عاملی اکتشافی و ارزیابی رتبه اول و دوم ارزیابی قرار گرفت. برای تجزیه و تحلیل داده ها از تحلیل ماتریس همبستگی و مدل سازی معادلات ساختاری با نرم افزارهای SPSS.v25 و LISREL.v10 استفاده شد. نشان داد: 1) رهبری خدمتگزار تاثیر مستقیم، مثبت و معناداری بر عملکرد تیم، نتایج تیمی و انسجام تیمی و از طریق انسجام تیمی و تیم عملکرد بر عملکرد تیمی در تیم های معلم غیرمستقیم مثبت و معنادار داشت. 2) رهبری تیم تاثیر مستقیم، مثبت و معناداری بر عملکرد تیم داشت.

Abstract The aim of this study was to investigate the effect of toxic leadership of principals on creating organizational trauma mediated by emotional exhaustion, organizational cynicism and hypocritical behavior in schools. The research was a descriptive correlational study. The study population was 16750 people in all secondary school teachers in Khuzestan province in 1400-1399, from which a sample of 407 people was selected based on Cochran's formula by stratified random sampling. For data collection, Schmidt (2008) Toxic Leadership Questionnaire, Vivian & Horman (2015) Organizational Trauma Questionnaire, Hills Emotional exhaustion Questionnaire (2019), Nafee Organizational cynicism Questionnaire (2013) and Hadavi Nejad (2011) were used. Cronbach's alpha values were 0.96, 0.93, 0.94, 0.91 and 0.97 respectively. Structural equation modeling through LISREL10.30 software was used to analyze the data. Results: Toxic leadership of principals have a positive and significant effect on organizational trauma in schools (0.32), on emotional exhaustion (0.31), on organizational cynicism (0.28) and on hypocritical behavior (0.34) (P value<0.05). Emotional exhaustion (0.48), organizational cynicism (0.42) and hypocritical behavior (0.45) had a positive and significant effect on organizational trauma (P value <0.05). Toxic leadership of principals had an indirect, positive and significant effect on organizational trauma in schools mediating emotional exhaustion (0.148), organizational cynicism (0.117) and hypocritical behavior (0.153).

The purpose of the research was to investigate the role of visionary leadership and empowering leadership of school principals On Teacher's Change Tendencies by mediating role of teachers’ organizational learning and professional development. The research population was all the primary school teachers of Kurdistan province. Of those, 364 teachers were selected by proportional stratified random sampling based on the Cochran's Formula. The research method was a quantitative correlational study based on the covariance based structural equation modeling approach. To collect data, the empowering leadership questionnaire (Ahearn, Mathieu and Rapp, 2005); visionary leadership questionnaire (Kanger and Kanango, 1998); Organizational learning questionnaire (Garcia Morales et al., 2006); professional development questionnaire (Nova's, 2008) and tendency to change questionnaire (Dunham et al, 1989) were used. The reliability and validity of the questionnaires were evaluated by the Cronbach's alpha coefficients and confirmatory factor analysis. To analyze the data, structural equation modeling was used by Lisrel software. The results showed that: visionary and empowering leadership of school principals had a direct, positive and meaningful effect on teachers' organizational learning, teachers' professional development and teachers' change tendencies. They had also a positive and significant indirect effect on teachers' change tendencies through organizational learning and professional development. The variables of visionary and empowering leadership of school principals, teachers' organizational learning, and teachers' professional development were able to explain 0.13 of the variance of teachers' change tendencies.