Empowering

Today, social participation is considered as a crucial element in renewing urban life and enhancing resilience in confronting different crises. Regarding the troubles on the one hand and the limitations of tools and financial capacities of urban management on the other hand, districts with worn textures are taken as one of the main factors in decreasing the quality of life and increasing the vulnerability of cities. so, the most effective approach to choose for facing the shortcomings and imperfections is the participatory approach. This research aims to investigate the empowerment of local communities and the establishment of participatory management with a comprehensive practice along with the participation of citizens for renewing and reviving the worn urban texture of Zeinabieh district of Isfahan. This study was done by survey, documentary and analytical research methods. The results show that the participation of the residents for regeneration and renovation was somehow low in the mentioned district mainly due to their mistrust in the project executors. Having a feeling of satisfaction in the activities of the authorities and confiding in them is an element which paves the way for residents to boost their level of participation in regeneration and refurbishment of old textures. For this reason, the empowerment of residents was proposed as the most appropriate pattern for public involvement in the worn texture of the area under study. The use of such model creates the process of programming as well as the top-down decision makings which put emphasis on community indexes and accelerate citizen participation and confidence. Empowerment model, in practice, in addition to promoting the spatial-physical resilience, enhances the development of cultural and social resiliency through the reinforcement of social relations and the trust among the citizens on the one side and between the citizens and urban management on the other side.

The aim of this paper is investigating the impacts of residents empowering in physical and environmental improvements in informal settlements. This place has some problems such as safety, health and environmental that Managers and municipal authorities should take action to fix them. In this regard The NGOs as an intermediary between the people and town officials could have a significant role in solving these problems by the participation of residents."Hamyaran" private institution as a N.G.O. organization decide to implement a project with a partnership approach to empower there that called "Sustainable Development Plan in Informal Settlements”. This project is one of four design pattern in the institution which is trying to create safe and sustainable spaces with using public participation and local authorities in a decentralizing approach and an institutional development. Methodology of this research is descriptive – analytical. Objectives were questioned by questionnaire from people. Although the project for reasons such as changing in government policies and local authorities did not achieve all of goals, But succeeded in reducing crime rates in urban areas through the creation of attractive spaces, organizing urban centers and creating local institutions. The strategies employed in this neighborhood have the ability to refer to similar samples in Metropolises of Asia.

To create a transformational leadership model for staff members of Tehran's health and treatment facilities, the present study was carried out. To present the model, a qualitative approach has been employed. Academic journalists and administrators of related institutions were part of the study's target population. The data collecting technique was semi-structured interviews. Theme analysis was used in open, central, and selective coding throughout the data analysis process. The results of the interviews revealed that the four components of the transformational leadership model used by the staff at the Tehran health and treatment center are persuasion, network building, capacity building, and entrepreneur orientation. These dimensions' sub-components consist of energizing, bolstering positive behaviors, organizational networks, the spirit of collaboration and engagement, confidence in capacity, belief in success and development, opportunism, and inventive and creative behaviors. The present approach aids the managers of these centers in laying the groundwork for the growth of productive and positive employee behaviors that will help them reach their objectives.