Organizational Loyalty

The aim of this research was to investigate the role of intelligent leadership and innovative organizational climate in organizational loyalty and organizational resilience with the mediation of teachers' organizational knowledge-creation. The study population included all high schools teachers in Chaharmahal and Bakhtiari province. A sample of 2687 teachers were selected using the proportional stratified random sampling method based on the Cochran formula. The quantitative research method was of a correlation type and a covariance-oriented structural equation modeling approach. The questionnaires used for collecting the data consisted of the researcher-made questionnaire of intelligent leadership based on Sidanmanlaka's model (2008), the researcher-made questionnaire of organizational knowledge-creation based on Nonoka and Takeuchi's model (2006), the organizational loyalty questionnaire of Wells, et al. (2011), the Siegel and Kaymer’s innovative organizational climate questionnaire (1978), the Prayag et al.'s organizational resilience questionnaire (2018). The reliability and validity of the questionnaires were examined using Cronbach's alpha technique and techniques of exploratory factor analysis and confirmatory factor analysis of the first and second order, respectively. In order to analyze the data and test the research hypotheses, The results revealed that. Intelligent leadership, through organizational knowledge-creation, has a positive and significant indirect impact on teachers'’ organizational loyalty and organizational resilience. innovative organizational climate, through organizational knowledge-creation, has a positive and significant indirect influence on organizational loyalty and organizational resilience

Introduction: Given the environmental conditions and the complexity of factors affecting organizational behavior, designing indigenous models to identify and strengthen the ethical components of employees’ organizational loyalty holds significant importance. This study aimed to design a model of organizational loyalty among the staff employees of the Lorestan Province Department of Education, considering ethical, social, and personality components. Material and Methods: This study is classified as qualitative research. The research population included management professors, administrative managers, and experts with experience in teaching or managing in the field of organizational behavior in Lorestan Province. Using purposive or judgmental sampling, 15 individuals were selected as the research sample. Data collection tools included library studies to develop the theoretical framework and review the literature, semi-structured interviews to extract expert opinions, the Delphi technique for aligning and clarifying viewpoints and determining theoretical consensus, and finally, a questionnaire to validate the conceptual model. The collected qualitative data were analyzed using coding and thematic analysis. Results: Ultimately, the research model was developed based on the extraction of seven components (motivational, ethical leadership, environmental, empowerment, acceptability, innovation, and organizational ethics) and 62 codes. Conclusion: Overall, according to the final model of the present study, organizational loyalty is the result of a systematic interaction among ethical, social, and personality variables. Therefore, simultaneous attention to external organizational and intra-personal factors through supportive policies, training development, improvement of the managerial structure, and strengthening of organizational culture can lead to increased employee loyalty and productivity