Organizational Behavior Management
Mahrokh Modiri; Seyed Mohammad Kashef; mohsen behnam
Abstract
The purpose of this research was to investigate the mediating role of shared leadership in the relationship between organizational capacity and types of innovation in non-profit sports organizations. The research was a descriptive-correlation type that was conducted in the field. 320 questionnaires were ...
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The purpose of this research was to investigate the mediating role of shared leadership in the relationship between organizational capacity and types of innovation in non-profit sports organizations. The research was a descriptive-correlation type that was conducted in the field. 320 questionnaires were purposefully distributed among the members of the sports boards of the northwestern provinces of the country, and at the end, 236 correct questionnaires were collected. The research tools included organizational capacity, organizational innovation and shared leadership questionnaires. MPlus software was used to analyze the research data with maximum likelihood estimation by strong standard error. The results showed that all dimensions of organizational capacity, except financial capacity, had a significant relationship with administrative innovation. In contrast, human capacity and planning capacity had no significant relationship with technical innovation. Also, a significant relationship was found between all dimensions of organizational capacity with shared leadership. But there was no significant relationship between financial capacity and shared leadership. shared leadership was also significantly related to both types of administrative innovation and technical innovation. The evaluation of the hypothesized indirect effects showed that shared leadership has a mediating effect on the relationship between organizational capacity and administrative and technical innovations. But the mediating effect of shared leadership on the relationship between financial capacity and administrative and technical innovation was not confirmed. This research highlighted that the distribution of leadership responsibilities and the participation of members in the organization's decisions increases the possibility of using organizational capacities to improve all types of innovation.
Organizational Behavior Management
Hossein Ali Hossein; mohsen behnam; Seyed Mohammad Kashef
Abstract
The aim of this study was to investigate the mediating role of creating shared value and employee engagement on the relationship between servant leadership and innovative service offering in sports clubs. The research method was descriptive correlational. The statistical population of this study was ...
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The aim of this study was to investigate the mediating role of creating shared value and employee engagement on the relationship between servant leadership and innovative service offering in sports clubs. The research method was descriptive correlational. The statistical population of this study was the employees of sports clubs in Iraq, and 385 of them were selected as the sample using stratified random sampling. The structural equation modeling was used to analyze the hypotheses by using PLS 3 software. The results showed that servant leadership has a significant relationship with employee engagement, creating shared value, and innovative service offering. Creating shared value does not have a significant relationship with innovative service delivery, but employee engagement has a significant relationship with innovative service delivery. Moreover, creating shared value mediates the relationship between servant leadership and innovative service delivery, but employee engagement does not mediate this relationship. In general, it can be said that when creating shared value is influenced by servant leadership, the organization's capacity to identify and respond to social needs and challenges through innovative services is strengthened.
Farhad Nazari; Seyed Mohamad Kashef; Mohsen Behnam
Abstract
The purpose of this study was to the role of humble leadership style on the voice behavior of the employees of the Ministry of Sport and Youth with the intermediate role of psychological empowerment and psychological safety. This research is descriptive research was a correlation based on structural ...
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The purpose of this study was to the role of humble leadership style on the voice behavior of the employees of the Ministry of Sport and Youth with the intermediate role of psychological empowerment and psychological safety. This research is descriptive research was a correlation based on structural equations the statistical population of the study consisted of all employees of the Ministry of Sport and Youth, which was 890 people. The statistical sample of this study consists of 355 staff of the Ministry of Sport and Youth. To measure the variables, the Owens’s et al (2013) humble leadership, Liang’s et al (2012) voice behavior, Carmeli’s et al (2010) psychological safety and Spreitzer’s (1995) psychological empowerment questionnaires were used. That validity and reliability were confirmed. For data analysis, structural equations model were used by SMART PLS software. The research findings showed that humble leadership, both directly and indirectly through psychological empowerment and psychological safety affect the voice behavior of employees. Therefore, it is suggested to Ministry of Sport and Youth managers that in order to improve their employees voice behavior, using their appropriate leadership style, they will develop the fields of psychological empowerment and psychological safety.
Mehran Azarian Soosahab; Seyyed Mohammad Kashef; Mohsen Behnam
Abstract
The aim of this study was to providing a communicational model of the radical innovation in private clubs of football premier league through sharing and diversity of knowledge capability with investigating the mediating role of organizational learning. The statistical population of this study included ...
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The aim of this study was to providing a communicational model of the radical innovation in private clubs of football premier league through sharing and diversity of knowledge capability with investigating the mediating role of organizational learning. The statistical population of this study included all the executive staff of the private clubs of the national football league in the 97-98 season. The number of samples in this research was determined using a purposeful sampling method and a full-scale sampling (population equal to the sample) and 242 individuals were sampled. To collect the data, radical innovation from Troilo et al. (2014), sharing and diversity of knowledge capability from Shadur and Snell (2002) and organizational learning from Maes & Sels (2013) questionnaires were used. The results showed that knowledge sharing and knowledge diversity capabilities in football clubs could directly promote radical innovation. In addition, learning also has a direct impact on radical innovation. Also, Organizational learning has a mediator effect on the relationship between knowledge sharing and knowledge diversity capabilities with radical innovation. As a result, football clubs should pay special attention to the diversity and sharing of knowledge to learn and then develop radical innovation at the club.
