The purpose of this research was to determine the relation between Bass’ leadership styles with Principals’ work conscious and commitment in Boy high schools in Isfahan city. The Population of the study were principals (N=150) chosen by random sampling. the Descriptive More
The purpose of this research was to determine the relation between Bass’ leadership styles with Principals’ work conscious and commitment in Boy high schools in Isfahan city. The Population of the study were principals (N=150) chosen by random sampling. the Descriptive method was correlational. Some information was obtained by questionnaire 1) The questionnaire of Bass Leadership Styles included Transformational style 20 questions 2) Transactional style 8 questions and 3) non-intervention style 8 questions. The work commitment questionnaire contained 15 questions and work conscious questionnaire 35 questions. To analyze the finding of descriptive statistics (Pierson correlation coefficient and multiple regression) were used. The results show that there is a meaningful relation between transformational leadership style and principal’s work conscious (P 0/05, r=0/204). There is a relation between transformational leadership style with principals' work commitment (P0/05, r=0/267). There is no relation between transactional leadership style with the principal’s work conscious (P0/05, r=0/094). There is a relation between transactional leadership style with the principal’s work commitment (P0/05, r=0/249). There is a relation between non-intervention leadership style with principal’s work conscious (P0/05, r=0/447). There are not any meaningful relations between non-intervention leadership style and the principals' work commitment (P < 0/05, r=-0/029). Among the three Kinds of leadership, the best leadership style is transformational.
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Despite the growth of labor organizations, little empirical research on the effects of fun at work has been done. In addition, measuring fun at work has not been done extensively. The direct relation of employee happiness to the productivity of organizations has encoura More
Despite the growth of labor organizations, little empirical research on the effects of fun at work has been done. In addition, measuring fun at work has not been done extensively. The direct relation of employee happiness to the productivity of organizations has encouraged organizations to achieve greater efficiency by training their employees to have fun at work. In this study, we have attempted to provide a definition of joy and happiness and to enumerate their benefits for organizations and managers in order to encourage them to create a happy environment for their staff. The statistical population includes the academic staff members of Tabriz Islamic Azad University, 120 of who were selected as research sample through the use of Cochran’s formula. Structural equation modeling has been used for data analysis. The results showed that fun at work has a positive impact on the productivity (job performance)of the individuals.
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Responsibility and responsible behavior have always been considered by managers and organizational planners as a plan for sustainable development and growth in organizations. The purpose of this study was to develop a paradigm model Professional Behavior Responsibility More
Responsibility and responsible behavior have always been considered by managers and organizational planners as a plan for sustainable development and growth in organizations. The purpose of this study was to develop a paradigm model Professional Behavior Responsibility of Employees with emphasis on the twentieth paragraph of the general policies of the administrative system. Research in terms of constructivist philosophy and in terms of the nature of research is qualitative with inductive approach and in terms of nature, it is exploratory research. Participants in the study included 15 specialists and experts in the field of public administration, faculty members of universities who had executive experience in government organizations. Sampling was performed in a targeted manner. The study continued until theoretical saturation. Data analysis was performed based on Strauss and Corbin method. Interview analysis was performed using MAXQDA, 12 software. Coding stage 143 basic concepts and 33 pivotal concepts were identified. The six dimensions of the paradigm model of causal conditions (7 codes), contextual conditions (3 codes), strategies (7 codes), axial phenomenon (6 codes) intervening conditions (3 codes) and consequences (7 codes) were calculated. So, for establish the responsibility, managers should pay special attention to combating indifference and developing an organizational culture based on professional ethics
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