Complete leadership
الموضوعات :maryam khavari 1 , abdollah ahmadi 2 , nader shahamat 3 , Mojgan amirianzadeh 4
1 - PhD Student in Educational Management, Department of Educational Sciences, Faculty of Educational Sciences, Marvdasht Branch, Islamic Azad University, Marvdasht, Iran.
2 - Assistant Professor, Department of Educational Management, Marvdasht Branch, Islamic Azad University, Marvdasht, Iran.
3 - Assistant Professor, Department of Educational Management, Marvdasht Branch, Islamic Azad University, Marvdasht, Iran.
4 - Assistant Professor, Department of Educational Management, Marvdasht Branch, Islamic Azad University, Marvdasht, Iran.
الکلمات المفتاحية: Full leadership, model, competency, educational managers of schools, Complete leadership,
ملخص المقالة :
Today, considering that the growth and flourishing of any organization depend on the knowledge and capabilities of its leaders, the first and most important step in this path is to identify the level of knowledge and ability of the leaders within an organization. The most effective tool for understanding the awareness of managers is to recognize their competencies within the organization. The aim of the present research was to design a comprehensive leadership model. A qualitative case study research design was employed. Participants were selected using purposive sampling and theoretical saturation criteria, resulting in 27 elites and faculty members from Fars Province being chosen for interviews. To obtain the credibility and validity of the data, participant response review methods were used, and reliability was assessed using the Holistic coefficient, which was found to be 0.81. The findings of the research indicated that the comprehensive leadership competency model consists of four overarching themes: clear thinking, which includes future thinking, team thinking, conceptual thinking, and creative thinking; self-leadership, which encompasses self-management, accountability, flexibility, resilience, and continuous learning; guiding others, which includes empathy, perception and evaluation, multigenerational leadership, communication skills, writing skills, and diplomacy; and knowledge management, which involves negotiation, conflict management, coaching, customer orientation, problem-solving, and authenticity.
Abedian Avval, Akram., & Kerami, M. (2011). Designing a competency model for managers of educational groups at Ferdowsi University of Mashhad. Master's thesis in educational management of Ferdowsi University of Mashhad.
Attride-Stirling, J. (2001). Thematic Networks: An Analytic Tool for Qualitative Research. Qualitative Research, 1, 385-405. http://dx.doi.org/10.1177/146879410100100307/
Bagshaw, M. (1998). Conflict management and mediation: key leadership skills for the millennium. Industrial and commercial training, 30(6), 206-208.
Chang, Ch. Y., & Besel, Karl. (2020). Cultivating next generation of healthcare leaders in Havana: Barriers and recommendation for succession planning. International Journal of Healthcare Management. Volume 14, 2021 - Issue 4. Pages 1062-1070.
Cochran, G. (2009). Developing a Competency Model for a ٢١th Century Extension Organization, Ohio State University, a doctor of dissertation.
Elder, L. (2022). Critical Thinking. Routledge. https://doi.org/10.4324/9781138609877-REE215-1.
Ent, M. R., Baumeister, R. F., & Vonasch, A. J. (2012). Power, leadership, and self‐regulation. Social and Personality Psychology Compass, 6(8), 619-630.
Habibi, H., Azimi Aqblag, A., & Madani, S. H. (2022). Analyzing the professional performance of educational leaders from the point of view of principals and teachers of rural primary schools. Bimonthly scientific research journal - a new approach in educational management. 12(4). pp. 111-88.
Hosseini, T. (2013). A Study of Organizational Factors Affecting Human Empowerment in the Deputy Minister of Development of the Ministry of Jihad Agriculture. Quarterly Journal of Educational Management Research; Fifth Year, No. 1.
Hoy, W. K., & Smith, P. A. (2007). Influence: a key to successful leadership. International journal of educational management, 21(2), 158-167.
Kheir Khah, A. (2019). Identifying the components of leadership competence. The first international conference on management, world trade, economics, finance and social sciences.
Lucia, A. D., & Lepsinger, R. (1999). Art & science of competency models. Jossey-Bass San Francisco, CA.
Lunenburg. (2010). The Principal as Instructional Leader. National Forum of Educational and Supervision Journal, 27(4), 1-8.
Mouszadeh, Z., & Adli, M. (2009). Criteria for selection and appointment of managers with the merit selection approach in Nahj al-Balagheh, Andisheh Management, No. 1.
Najafi, E., Hossein Qolizadeh, R., Ghafari, Abolfazl and Ghanbari, Bakhshali. (2022). Ethical codes of educational leadership based on the teachings of Nahj al-Balagha. Quarterly Research in Islamic Education Issues, 30(56), 259-280.
Obeng, E., & Gillet, C. (2008). The complete leader: How to lead to results. Pentacle.
Peterson, R. S., Day, R. D., & Mannix, E. A. (2014). Leading and managing people in the dynamic organization. Psychology Press.
Rahardja, U., Moein, A., & Lutfiani, N. (2018). Leadership, competency, working motivation and performance of high private education lecturer with institution accreditation B: Area kopertis IV Banten province. Man India 97 (24), 179-192.
Senge, P. M. (2006). The fifth discipline: The art and practice of the learning organization. Broadway Business.
Tavakoli, A., Mohammadi, A.R., & Khodaei, Arshiya. (2017). Quantum Leadership: Why, What and How. Organizational Behavior Studies, 6(1), 33-56.
Usungu, S. (2023). A Framework for Retaining a Multigenerational Workforce. < https://firescholars.seu.edu/cgi/viewcontent.cgi?article=1015&context=dsl-abstracts>.
Yukl, G. (2008, April). The importance of flexible leadership. In 23rd Annual Conference of the Society for Industrial-Organizational Psychology, San Francisco, CA
