Hamid Taboli; Mahboobeh Askari bagher abadi
Abstract
Empowering leadership is a style of leadership in which leaders can regulate and coordinate the distribution and exercise of power with subordinates to develop their independence and self-control. Empowering leaders motivate people to break passive mindsets, increase their responsibility, and be more ...
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Empowering leadership is a style of leadership in which leaders can regulate and coordinate the distribution and exercise of power with subordinates to develop their independence and self-control. Empowering leaders motivate people to break passive mindsets, increase their responsibility, and be more accountable for the consequences of their actions. The purpose of this study is to design an interpretive structural model of empowering leadership antecedents in sports organizations. In this study, after studying the research literature and identifying the precedents of empowering leadership and including them in a semi-closed questionnaire based on the Likert scale, a questionnaire was distributed among 18 managers and experts of sports organizations in Kerman province. Snowballs were identified. According to the results obtained from the analysis of recent survey data, a total of 12 variables in 5 levels, the first level (leader trust in employees, leader relationship, self-efficacy, risk-taking and self-esteem), the second level (organizational climate), the third level (organizational structure, distance Power and avoidance of uncertainty), the fourth level (leader personality and desire for control) and the fifth level (gender) were identified as the precursors of empowering leadership.
Gholamreza Shabani bahar; Mahmoud Goudarzi; Mohsen Loqmani
Volume 2, Issue 3 , April 2015, , Pages 31-41
Abstract
The main purpose of present research was to predict the organizational agility components through organizational climate of Iranian sport and youth ministry. Numbers of 111 employees from eight sport and youth offices of Hamadan province selected by Morgan and Kerejci Table and responded to organizational ...
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The main purpose of present research was to predict the organizational agility components through organizational climate of Iranian sport and youth ministry. Numbers of 111 employees from eight sport and youth offices of Hamadan province selected by Morgan and Kerejci Table and responded to organizational climate (Haplin and Craft, 1963) and organizational agility (Spitzer, 2007) questionnaires. Face and content validity of instruments were confirmed by 17 sport management experts and the reliability of organizational climate and organizational agility questionnaires were calculated by Alpha’s Chronbach coefficient 0.90 and 0.95 respectively. Regarding to high Pearson association coefficient between organizational climate and organizational agility dimensions, the results of structural equation model showed that organizational climate can be predict the dimensions of leadership (r= 0.87, T-value= 10.11, R2= 0.76), technology (r= 0.87, T-value= 10.11, R2= 0.76) and organizational change (r= 0.87, T-value= 10.11, R2= 0.76) in sport and youth ministry (RMSEA= 0.098, λ2= 1379.86, df= 490, CFI= 0.94, IFI= 0.94, NFI= 0.91, NNFI= 0.94). While the separate model of affecting organizational climate on organizational agility was more adequate than the total model of affecting, can be consequence that the research finding is extracted from attitude kind of employees in bureaucratic organizational environments. To this do, it expects that with group spirit and effective human relations can domain on this kind of employee’s attitude and move to organizational agility.
