Transformational Leadership

The transformational leadership is known as one of the most important and effective factors on organizational behaviors of the employee. Creation of the motivation and energy in the employees requires a leader with inspirational qualities. On the other hand, the organizational citizenship behavior is a factor in shaping. The current study was aimed at investigating the effects of transformational leadership on the employees’ organizational citizenship behavior. In addition, some personality traits are revealed in this study to be one of the main factors shaping the behaviors and to be moderating variables. The current study is of applied type in terms of the objective and a descriptive-correlational study in terms of data collection procedures. The data needed for the purpose of the study were collected by the use of questionnaire distributed among The 242 persons of statistical population, and these data have been analyzed by Structural Equations Modelling. The results indicated that all six hypotheses of the study were approved. In other words, the transformational leadership has positive and significant effects on both individual and organizational aspects of the organizational citizenship behavior. Also, the positive moderating role of neuroticism and extroversion in effects of transformational leadership on the individual and organizational aspects of organizational citizenship behavior was approved. The results show that the statistical community can utilize its human resources potential to create competitive advantage and develop the voluntary activities of its employees, provided that it is able to optimally implement transformational leadership style.

Purpose: Among leadership styles, evolution leadership is the source of changes in the organization. If the organization is in a disadvantaged way in the management of employee performance, it identifies the consequences and thus, in a competitive environment, it strengthens the capabilities and competencies of the employees to compensate for the loss. will pay. One can refer to education as one of the organizations that needs to adopt transformational leadership today. Schools, as sub-systems of society, cannot survive unless they can adapt and adapt themselves to environmental changes. Methodology: Since school principals play a major role in education, their accurate and well-chosen selection is the goal of the country's educational system. Therefore, the purpose of this study is to design and validate a transformational leadership model for primary school principals. Findings: The analysis of qualitative interviews showed that the four main components of mental persuasion with the following components of encouraging problem solving, knowledge creation, creativity, creation of new ideas, questioning, inspirational motivation component with motivational motives, creating morale, creating a happy environment , Attention to goals, Inspiration, Artificial Influence component with ethics subclasses, Knowledge, Respect, Justice, Commitment, Inspirational thoughts, Participation and component of individual considerations with the following components of attention to individual differences, achievement of organizational goals, the effectiveness of the organization , Assigning the responsibility and individual goals of the interviewees to the managers. In a small section Data were also collected through a transformational leadership questionnaire collected from 500 sample managers and teachers. Finally, the findings on validation showed that the proposed model is valid .Conclusion: School executives in the style of the implementation of leadership style change more dependent on the requirements of the school and the high-level, and somewhat applicable, organization, and believe that such a style, although necessary and necessary, requires its own particular circumstances.

Purpose: The purpose of this study was to determine the impact of leadership style on innovation according to the mediating role of commitment and organizational climate. Methodology: The research method was applied in terms of purpose and descriptive-survey in terms of data collection method. The statistical population of the study consisted of all employees of the Tax Administration of Iran. Using Cochran formula and stepwise cluster random sampling, 752 individuals were considered as the sample size. Data were collected using standardized and transformational leadership questionnaires by Bass & Avilio (2000); organizational commitment by Meyer & Allen (1997); Holpin & Croft (2000); After collecting the questionnaires, the data were analyzed by mean, standard deviation, percent, frequency and table using SPSS software and statistical inference was made by structural equation modeling using lisrel software. Path coefficients and software significant coefficients were used to investigate the research hypotheses. Findings: The results showed that the degree of fit of the proposed model was appropriate according to the research components; transformational leadership on innovation with mediator role of organizational commitment was 0.90, transformational leadership on innovation with mediator role of organizational commitment. 0.82, pragmatic leadership influenced innovation with mediator role of organizational commitment 0.99, also pragmatic leadership influenced innovation with mediator role 0.71. Conclusion: Managers can increase employees' organizational commitment by adopting transformational leadership style or a combination of transformational and pragmatic leadership style rather than pragmatic style.

INTRODUCTION: This study aimed to investigate the impact of transformational leadership and organizational climate on the organizational self-esteem of the Mashhad Fire Department. METHODS: The present applied research is a descriptive survey. The statistical population of this study consists of all 210 firefighters in Mashhad fire headquarters. The sample size was calculated according to Morgan's table comprising 132 individuals selected through simple random sampling. Data collection was accomplished through three questionnaires: Bass and Avolio's (2000) Transformational Leadership Questionnaire (TLQ), Sussman and Deep's (1989) Organizational Climate Questionnaire, and Pierce et al.'s (1989) Organizational-Based Self-Esteem Questionnaire, whose validity and reliability were confirmed. The collected statistical data were analyzed within SPSS and Smart PLS software. FINDINGS: Data analysis confirmed all research hypotheses. Transformational leadership has a direct impact on organizational self-esteem with a path coefficient of 0.62. The organizational climate has a direct impact on organizational self-esteem with a path coefficient of 0.63. Components of transformational leadership including idealized influence, inspirational motivation, intellectual stimulation, and individual consideration affect organizational self-esteem. Components of organizational climate including clarity of and agreement on organizational goals, clarity of and agreement on role, satisfaction with rewards, satisfaction with and agreement on procedures, and effectiveness of relations affect organizational self-esteem. CONCLUSION: Managing directors ought to reinforce employees' self-esteem to improve the performance of employees and boost productivity in the organization. In this regard, they must exercise an appropriate style in dealing with employees, which is the transformational leadership style. Moreover, a decent organizational climate should be created to build and boost self-esteem in employees and consequently enrich their performance towards fulfilling organizational goals.

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.

The aim of this research was to determine the relationship among transformational leadership style with organizational culture and organizational commitment. The population consists of 745 the employees of the Ministry of Youth and Sports of Iran. The sample size of 256 staffs was determined using stratified random sampling. In order to collect the needed data, three Transformational Leadership, Organizational Culture and Organizational Commitment Questionnaires were used. The validity of these questionnaires was confirmed by foreign and domestic researches. Cronbach's alpha reliability test of transformational leadership, organizational culture and organizational commitment were respectively 0.97, 0.97, and 0.92. In addition, data were analyzed using statistical tests such as descriptive statistics, Kolmogorov Smirnoff, Pearson correlation coefficients using SPSS Software. The findings of this study showed that there was a positive and significant relationship between transformational leadership and organizational culture (p≤0.01, r= 0.80). Besides, there was a positive and significant relationship between transformational leadership and organizational commitment (p≤0.01, r= 0.46), too. Likewise, there was a positive and significant relationship between organizational culture and organizational commitment (p≤0.01, r= 0.57). However, organizational culture is stronger predictor than transformational leadership for organizational commitment. Finally, in accordance with the responses of staffs of the Ministry of Youth and Sports, it can be said that if leaders create an organizational culture in which creativity and satisfaction were high as well as to taking advantage the organizational rewards and job good conditions, employees would be able to stimulate higher levels of organizational commitment.

The present research aims to examine the relationship between diversity management and its effect on staffs’ affective commitment with study on mediation role of Transformational leadership and perceived justice in Qaen health network. In theoretical sector with integration of human resource management and performance theories and the theory of diversity and leadership, a theoretical model has been made. The main question of research is when the diversity management puts a positive effect on staffs’ affective commitment and why these two variables affect each other. The statistical population consists of all the staffs at the administrative sector in Qaen health network. After collecting data, the hypotheses were tested using the structural equation technique and software Smart PLS. the results from statistical analyses indicated that diversity management puts a positive effect on staffs’ affective commitment, but diversity management does not put a positive effect on perceived justice. Transformational leadership has a mediation role between diversity management and perceived justice. The perceived justice has a mediation role in effect of transformational leadership and staffs’ affective commitment. Further transformational leadership and perceived justice have a mediation role between the diversity management and affective commitment.