پریسا ایران نژاد

Purpose: This study aimed to examine the role of informal learning and the organizational learning capacity in learning motivation and professional ethics of faculty members in the Eastern Azerbaijan ′s Universities. Methodology: It used survey approach. Statistical population included 2500 individuals of faculty members in Eastern Azerbaijan from which 400 people were selected using random sampling. Data was collected using four standard questionnaires. To analyze data and examine the relationships of the variables, correlation method and stepwise regression were used. Findings: Results showed a positive and significant correlation between informal learning variables and learning motivation and professional ethics. Also, a positive and significant correlation was found between organizational learning capacity, learning motivation, and professional ethics. Maximum correlation coefficient belonged to informal learning and learning motivation (r=0.73). Based on the findings, the regression model for predicting learning motivation and professional ethics through informal learning and learning capacity is significant. Conclusion: Regarding the findings, it can be concluded that any increase in informal learning and organizational learning capacity is associated with increased academic motivation and professional ethics; hence, attention to informal learning and learning capacity in East Azarbaijan universities It can be of great importance in increasing the learning motivation and professional ethics of the faculty members of the universities of East Azarbaijan.

Purpose: The purpose of this study was to identify and rank the authentic leadership components in professors with humanistic approach in higher education organizations. Methodology: The research method used in this study a combination of applied and fundamental approaches. The research method was qualitative. The statistical population of the study consisted of professors who were selected using theoretical saturation principle and purposive sampling. In-depth interviews were conducted through reviewing the theoretical foundations. To evaluate the validity of the tool, the researcher used two types of descriptive and interpretive methods and test-retest reliability and in-subject agreement method were used to calculate the reliability of the interviews. Both validity and reliability were confirmed. The method of data analysis was theoretical coding based on the data theorization method. Finding: The results of the content analysis and foundation data method in the present study showed that the components of genuine leadership with a humanistic approach in higher education organizations include, respectively, management strategy components, intra-organizational trust, organizational culture, justice. Internal organization, organizational citizenship behavior, organizational support, empowerment, transparency in communication, self-awareness, balanced information processing, in the field of genuine leadership and empathy components, respect, reasoning, interpersonal relationships, authenticity, job passion, positive self-esteem, reinforcement Selfishness and self-efficacy were at the heart of humanism. Conclusion: Professors who adopt the humanistic and managerial approach, who believe in inter-organizational justice and good citizenship behavior, empathize with others, and achieve interpersonal relationships with others, and in interpersonal relationships with others. They are transparent, will be empowered internally and externally, will be supported by others, and ultimately attain authenticity and prosperity.