Digital leadership

Introduction: The existence of intelligent decision-making in educational managers increases their recognition skills and they find the ability to identify the decision process, check possibilities, make correct judgments, and plan carefully. Therefore, the present study was conducted with the aim of studying the mediating role of intellectual ethics in the relationship between digital leadership and smart decision-making among elementary school principals in Kermanshah province. Material and Methods: The research is a correlational research based on structural equation modeling of the correlation-covariance matrix. The statistical population includes all the elementary principals of Kermanshah province in the academic year 2021-2022 (N=1902). The sample size was estimated based on proportional stratified random sampling and Cochran's formula (n=320). The tools included intelligent leadership, intellectual ethics and smart decision-making questionnaires, whose content validity was confirmed by experts and professors, and their construct validity was confirmed by factor analysis. The reliability of the questionnaires was calculated through Cronbach's alpha as 0.85, 0.93 and 0.95 respectively. Pearson's correlation test and structural equation modeling were used for data analysis, and SPSS and LISREL software were used. Results: The relationship between digital leadership and intellectual ethics, digital leadership and intelligent decision-making, and the relationship between intellectual ethics and smart decision-making were significant. Finally, it was found that intellectual ethics can play a mediating role in the relationship between digital leadership and smart decision making. Conclusion: The results of this study show that educational managers can make smart decisions through the digital leadership style and, of course, considering intellectual ethics, and in this way, take steps in the direction of advancing educational goals and missions

Purpose: The current study was conducted with the aim of designing a human resource competency model in the age of digital transformation. Methodology: This study is applied-developmental in terms of purpose. Also, it is a developmental and exploratory sequential type, and the present study is qualitative in terms of data type. The statistical population of this study is made up of experts and specialists who are aware of the subject of the study and specialists in Mobile Communication company of Iran (IR-MCI) and 20 people were selected as a sample using the targeted sampling method. In this study, library and field methods were used to collect information. In this study, the method of text analysis as well as interviews and Delphi were used for data analysis. Findings: The results showed that the competency of digital managers includes 7 components of individual factors, organizational factors, culture of change, digital attitude, communication factors, leadership and management, and technical and specialized factors. Conclusion: Based on the results, there is a significant correlation between all components. The results also showed that the study model has the required validity.

This research was conducted with the aim of investigating the role of digital leadership and technology flexibility in intelligent decision-making with the mediation of intellectual ethics and team reception. The research method is quantitative, descriptive and of the type of correlation studies based on the covariance-oriented structural equation modeling approach. The research population was all the elementary principals of Kermanshah province, of those 320 principals were selected through stratified random sampling based on Cochran's formula. To collect data, researcher-made questionnaires of digital leadership, technological flexibility, intelligent decision-making, intellectual ethics and team reception Soltani (2008) were used. The content validity of the questionnaires was confirmed by experts, supervisors and consultants. The reliability of the questionnaires according to Cronbach's Alpha was 0.94 for digital leadership, 0.91 for technology flexibility, 0.95 for intelligent decision making, 0.93 for intellectual ethics, and 0.89 for team reception.  To analyze the data, the descriptive as well as inferential analysis techniques were used through SPSS and LISREL software. Structural equation modeling showed that digital leadership has a direct effect on team reception, intellectual ethics and intelligent decision making. Moreover, digital leadership has an indirect effect on intelligent decision-making through team reception and intellectual ethics. The flexibility of technology has a direct impact on intellectual ethics, team reception and intelligent decision making. Technology flexibility has an indirect effect on intelligent decision-making through intellectual ethics and team reception. Intellectual ethics has a direct impact on team reception and intelligent decision making. Intellectual ethics has an indirect effect on intelligent decision making through team reception. Team reception has a positive and direct effect on intelligent decision-making. Finally, the research model has a good model fit

This study of considers the feasibility of using digital leadership in Iranian primary schools. Purposeful sampling was used to obtain a sample of primary school principals in Shahrood, Iran with at least 5 years experience. Semi-structured interviews were used for data collection, Grounded theory method with the Strauss and Corbin coding approach was used for data analysis. Results showed that digital leadership in primary schools had 114 concepts (open codes) falling into 29 categories (axial codes) and formed 6 dimensions including causal conditions, contextual conditions, intervening conditions, central phenomenon, strategies and consequences. Results showed that the use of digital leadership in primary schools is feasible due to the ability and high interest of principals and staff. Causal conditions include the level of ability and approach of educators, digital revolution, culture building, reforming the educational structure and policies, training and development of human resources and attracting capital. Also, the context include digital strategies, digital educational platform, networking, financial and human resources, digital content and management dashboard. On the other hand, intervening conditions include economic, structural, political, cultural and educational fields in the way of using digital leadership in elementary schools, that should be dealt with effective solutions and strategies including supportive, educational, collaborative, managerial and cultural strategy. Also, the use of digital leadership can improve teaching and learning, promote creativity, update and develop, innovate and improve the quality of education and change in educational culture and leadership patterns. Finally, a model was presented based on the findings of this study