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The current study explained the structural relationship between readiness for change, social capital, and teachers' tendency to participate. The current research was applied in terms of purpose and was a correlation type in descriptive-survey research. This study's statistical population includes all education teachers in Fars province in 2021-22, and 500 were selected using random class sampling. The research tool included three questionnaires on readiness for organizational change, the tendency to participate, and social capital, which were distributed and collected after calculating validity and reliability. This research showed 1) a positive and significant relationship between teachers' perception of social capital and teachers' tendency to participate and 2) a positive and significant relationship between teachers' readiness for change and their tendency to participate.  In addition, the simultaneous relationship between readiness for change and social capital with teachers' tendency to participate concluded that the variable of readiness for change is a positive and significant predictor of the tendency to participate, but social capital does not significantly predict the tendency to participate

This article presents a theory using an interpretive approach to explore the role of counseling and psychological services in empowering women in management and leadership positions at universities. The study systematically examines this role through data collected from 22 participants, including students, staff, professors, and female university managers, from Kurdistan University in Sanandaj and Salah al-Din University in Erbil. Participants were purposefully selected, and data was gathered via semi-structured interviews. Analysis involved a novel method and continuous comparative analysis through three-stage theoretical coding. This process identified 300 open codes, 35 central codes, and seven selective codes: mental ability, economic ability, political ability, social ability, group ability, physical ability, and academic ability. The findings revealed that empowerment is a process rather than a product. For counseling and psychological service programs to be effective, all individuals involved in the empowerment process must have a clear understanding of its requirements and methods. Ultimately, the success of these efforts is likely determined by the women themselves. While empowerment is crucial within universities, creating a positive organizational atmosphere and a supportive culture that fosters spontaneous empowerment among female students, employees, and managers is equally important. Moreover, establishing empowerment initiatives strengthens the move towards university independence and reinforces the perception of higher education institutions as unique entities with distinct cultures. The study also highlights the importance of context and situational factors in implementing empowerment, emphasizing the need to avoid applying models that do not align with cultural contexts. Finally, university administrators must be personally committed to empowering women in management and leadership roles before any efforts can be successful.

This study delved into the dynamics between social capital and human capital and their influence on the knowledge management practices of teachers in Tehran, Iran. The researchers adopted a random sampling method, selecting 214 participants, and administered three standardized questionnaires to collect data. Data analysis was conducted using the Structural Equation Modeling approach. The findings of the study revealed that social capital did not have a significant impact on knowledge management. The researchers attributed this to the presence of a weak culture of teamwork among Iranians, a subject they elaborated on extensively in their article. However, the second hypothesis indicated that social capital significantly influenced human capital, while the third hypothesis demonstrated that human capital had a substantial effect on knowledge management. The fourth hypothesis proposed that social capital influenced knowledge management through the mediating role of human capital, and this effect was found to be significant. These research findings highlight the distinct roles played by social and human capital in knowledge management, with human capital emerging as the more influential factor. Moreover, the study not only explored the direct relationship between social capital and human capital but also emphasized the mediating function of knowledge management within these associations. This novel perspective can enhance our comprehension of methods to enhance human capital within organizations by harnessing the potential of social capital and effective knowledge management

The present study was conducted to investigate the effect of Knowledge-based Leadership on the innovative educational activities of first-secondary teachers in Durood City with the role of mediator in Making Schools Smart Plan. This study is applied in terms of purpose and descriptive-correlational in terms of data collection method and structural equation modeling. The statistical population includes all the teachers of secondary schools of Dorud City and 135 of them were selected as a sample by stratified random sampling method. Data collection was done with Donit and DePablo's (2015) Knowledge-based Leadership questionnaires, Saatchi, Kamkari, and Askarian's (2010) innovative educational activities questionnaire, and Smartening Schools scale Jafari Hajti's (2015). Average Variance Extracted, Cronbach's alpha coefficient, and composite reliability (CR) were used to measure the validity and reliability of the tools, and the results of all the indices confirmed that the questionnaires have a suitable and acceptable condition. The final analysis of the data using SPSS software and Smart PLS was done. According to the standard coefficients of the path, the direct effect of knowledge-based leadership on innovative educational activities is 0.532; The amount of indirect effect is 0.270 and its overall effect is equal to 0.802. Also, the smartness of schools directly explains innovative educational activities by 0.428 (42.8%). Knowledge-based leadership is one of the effective leadership styles to strengthen innovative activities in organizations especially in schools. Smartening schools by strengthening learning-teaching processes and creating an interactive environment can facilitate innovative educational activities.