Modeling the development of human resources with a visionary leadership approach in the general administration, the seven regions and districts of Mashhad education and training: a mixed research
Subject Areas : ddmahdi taghvaei 1 , نازیا سادات ناصری 2 , الهام فریبرزی 3
1 - hjbv
2 - گروه علوم تربیتی، واحد مشهد، دانشگاه آزاد اسلامی، مشهد، ایران
3 - گروه علوم تربیتی،واحد مشهد، دانشگاه آزاد اسلامی، مشهد، ایران
Keywords: Modeling, Human resources, Visionary leadership, Education and Training,
Abstract :
The purpose of this article was to design a human resources development model with a visionary leadership approach in the General Administration, the seven districts and regions of Mashhad. This research is a mixed research method (quantitative-qualitative): the statistical population of the qualitative part is divided into two parts: a) scientific experts, b) executive experts, which include managers and deputies of the General Directorate of Education of the province, university professors and experts in the relevant field. It is possible that their number was considered to be 20 people. Due to the qualitative nature of the first part of the study, the purposeful sampling method was used; in the qualitative part, a three-step Delphi method was used. The quantitative statistical population includes all managers of the General Directorate of Education of Razavi Khorasan and the seven regions of Mashhad, and their number is 122 in the General Directorate and 420 in the seven regions of Mashhad, which is a total of 542 people. The statistical sample was considered to be 280 people by referring to Morgan's table. The statistical sample of the quantitative part was considered to be 260 people by referring to Morgan's table, and due to the phenomenon of dropout, 280 questionnaires were distributed among the sample. Considering the high range of the statistical population, the researcher will benefit from the stratified sampling method to select the sample. In the findings of the research, the measurement models for each of the two main variables, i.e. human resource development and visionary leadership, were examined and it was found that human resource development has three dimensions (career development, performance development and empowerment) and visionary leadership has two dimensions (structural and individual dimension). As a result, employee training is like maintaining property and equipment. Tools and equipment need to be repaired and adjusted to be more efficient. In order to maximize the effectiveness and efficiency of the organization's people, while familiarizing them with the environment and justifying them based on their needs, appropriate training courses should be developed for them. Based on the findings of the research, it is suggested that managers and officials use two-way and continuous communication between the organization's employees, respond to administrative letters as soon as possible, and plan the interaction between upper managers and employees in the organization in line with the development of human resources.
