Explanation of Digital Equipment Model and Process Technology in Downstream Petrochemical Industrial Units

Subject Areas : Behavioral Studies in Management

Hojjatollah Bagheri ¹ (PhD Candidate, Department of Industrial Management, Faculty of Management, Central Tehran Branch, Islamic Azad University, Tehran, Iran.)
2. Abu Torab Alirezaei ² (Associate Professor, Faculty member of the Faculty of Management, Department of Industrial Management, Faculty of Management, South Tehran branch, Tehran, Iran)
Mohammad Reza Kabaran Zadeh ³ (Associate Professor, Member of the Faculty of Management, Department of Industrial Management, Faculty of Management, Central Tehran Branch, Tehran, Iran)

Received: 2022-07-16 Accepted : 2022-07-24 Published : 2022-11-22

Keywords: Organizational Culture, authentic leadership, moral intelligence of managers, technology selection management,

Abstract :

The authentic leadership role of the manager emphasizes the transparency, authenticity and honesty of behavior in the workplace and based on this, authentic leaders can establish strong and honest relationships with the employees of the organization. Therefore, in this research, the influence of authentic leadership and moral intelligence of managers in the management of technology selection has been investigated. In order to measure the variable role of authentic leadership of the manager in this research, the authentic leadership questionnaires of Valomba et al. (2008), moral intelligence questionnaire (Link and Keel, 2005); And the technology selection questionnaire has been used. After confirming the validity and reliability of the questionnaires, they were distributed among 300 people from the statistical population and collected after completion. Data analysis was done using structural equation method and Amos software. The results of the research showed that the authentic leadership role of the manager has a positive and significant effect on the choice of technology. Also, the manager's moral intelligence has a positive and significant effect on the choice of technology. Therefore, the moral intelligence of managers refers to the psychological capacity and understanding of managers in the correct application of moral-human principles to achieve organizational goals, and having and strengthening it will bring long-term and long-term individual and organizational success.

References:

1-اسکندری، حسین (1399) بررسی قدرت تمیزی راهبردهای نفوذ اجتماعی و فرهنگ جمع­گرایی سازمان، مچله پژوهش­های اجتماعی، دوره دهم، شماره 38.

2-الوانی، سیدمهدی؛ دیواندری، علی؛ مجتنوی دلوئی، کیائی، (1394) مطالعه اخلاق سازمانی کارکنان شعب بانک ملت با استفاده ازمدل دایره اخالق، پنجمین کنفرانس توسعه منابع انسانی.

3-بهشتی­فر، ملیکه و اسماعیلی، زهرا (1393) رابطه هوش اخلاقی با میزان اعتماد آفرینی مدیران، مجله اخلاق در فناوری، دوره 8، شماره 1.

4-توکلی­مقدم، رضا (1393) حل مسئله مکان­یابی­هاب چندهدفه با رویکرد صف توسط یک الگوریتم فرا ابتکاری جدید، مجله مدیریت زنجیره تأمین، دانشگاه امام حسین، دوره 16، شماره 44.

5-زهتابچیان و ناصری گیگلو (1399) سازمان و انتقال تکنولوژی، عصر مدیریت، سال چهارم، شماره 15.

6- جورج، بیل و سیمز، پیتر (1396) "رهبری اصیل خود را کشف کنید"، مترجمان: سعادت، علیرضا: اعتمادی، مرجان، انتشارات پرنده.

7- قراملکی، احد (1393) "اخلاق سازمانی"، انتشارات سرآمد، تهران.

8-قنبری، سیروس و عبدالملکی، جمال (1399) نقش سرمایه اجتماعی بر عملکرد شغلی، مجله پژوهش­های راهبردی، دوره 9، شماره 28.

9-کاباران­زاده قدیم، محمد رضا (1388) طراحی یک سیستم پشتیبانی تصمیم­گیری در مدیریت برای حل مسئله تسطیح منابع در مدیریت، مجله مدیریت تکنولوژی، شماره 3.

10-Aileen Bradley Seamus McErlean Alan Kirke, (1999)."Technology transfer in the Northern Ireland food processing sector",British Food Journal, Vol. 97 Iss 10 pp. 32 – 35.

11-Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leader's impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), 801-823.

12- Bakari, H., Hunjra A, I., & Niazi G, S. (2017). How does authentic leadership influence planned organizational change? The role of employees’ perceptions: Integration of theory of planned behavior and Lewin's three step model. Journal of Change Management, 17(2), 155-187.

13- Cottrill, K., Lopez, P. D., & Hoffman C. (2014). How authentic leadership and inclusion benefit organizations. Equality, Diversity and Inclusion: An International Journal, 33(3), 275-292.

14-Gardner,w.l.Cogiser,C.C.Davis,K.M,&Dickens,M.P. (2011). Authentic leadership;A review of the literature and research agenda. The Leadership Quarterly,22(6),1120-1145.

15-Heuristics, strategy, and effective capture of opportunities. Strategic Entrepreneurship,Journal, 1 (1-2), 27–47.

16- Korkmaz, T., & Arpaci, E. (2009). Relationship of organizational citizenship Behavior with Emotional Inteligence, Prcedia Social and Behaviora Sciences, Vol. 1, pp. 2432-2435.

17-Moghadamnia, E., Toloi Ashlaghi, A., & Afshar Kazemi, M. A. (2021). Designing a change model for developing human resource training in technology transfer in learning organizations using a metaheuristic framework. Jundishapur Education Development Journal Quarterly Journal of Medical Sciences Education and Development Center, Year, 12.

18-Moonsarn, C., Sanrattana, W., & Suwannoi, P. (2019). Indicators of Authentic Leadership for Teachers in the General Education Session of Buddhist Scripture Schools. International Education Studies, 12(12), 62-70.

19-Peterson, S. J., Walumbwa, F. O., Avolio, B. J., & Hannah, S. T. (2012). RETRACTED: The relationship between authentic leadership and follower job performance: The mediating role of follower positivity in extreme contexts.

20-Wong-On-Wing, Bernard and Lui, Gladie. (2013). Beyond Cultural Values: An Implicit Theory Approach to Cross-Cultural Research in Accounting Ethics, Behavioural Research in Accounting, Vol. 25, No. 1, pp. 15–36.