Organizational Behavior Management
Mohammad Pourpanahi Kaltapeh; Parivash Nourbakhsh; Mahvash Noorbaksh; Hossein Sepasi
Abstract
The purpose of this research is to design a model of causal relationships between political behavior with job performance and the role of ethical leadership and social exchange perceptions as mediators in employees of sport organizations. The present research is correlational with structural equation ...
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The purpose of this research is to design a model of causal relationships between political behavior with job performance and the role of ethical leadership and social exchange perceptions as mediators in employees of sport organizations. The present research is correlational with structural equation modeling approach, which has been done in a survey form. The statistical population was employees of sports organizations in the northwest of the country(699). By the Cochran's formula, the statistical sample size with an error rate of 0.05 and by stratified random samplying was 248 people. Four questionnaire were ued for measuring variables.Validity and reliability of instruments reported successful. The results showed political behavior with job performance (t.value= 9.01, effect coefficient= 0.36); Ethical leadership (t. value = 32.78, effect coefficient = 0.71) and perceptions of social exchange (t. value = 29.04, effect coefficient= 0.67) have a positive and significant relationship. Also, the results of Sobel test showed that the variable of political behavior through moral leadership as well as perceptions of social exchange has a significant relationship with job performance and both variables were confirmed as mediators. Due to the importance of political behavior and its undeniable nature in sports organizations, managers should act in a way that by ethical leadership and creating perceptions of social exchange among employees to guide their job performance in a desirable way.
Reza Sepahvand; Hamed Ghasempour
Abstract
Isolation is one of the well-known phenomena in the dark-edge discourse of organizational behavior that has many visible and hidden effects and causes deviant behaviors to emerge in the workplace that should be avoided in various ways. Therefore, this study aimed to investigate the effect of ethical ...
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Isolation is one of the well-known phenomena in the dark-edge discourse of organizational behavior that has many visible and hidden effects and causes deviant behaviors to emerge in the workplace that should be avoided in various ways. Therefore, this study aimed to investigate the effect of ethical leadership on isolation in the workplace by considering the role of two mediating variables of relationship atmosphere and belief in self-efficacy to understand the possible role of some variables in the context of positive psychological studies. Be. The statistical population of this study is 370 non-faculty staff at different levels in the General Directorate of Sports and Youth of Ilam Province, all of whom were selected as a sample according to the size of the total population. To collect the data, standard questionnaires were used that validity was confirmed with divergent and convergent validity and reliability of the questions through Cronbach's alpha coefficient, combined reliability and factor loadings. The results showed that ethical leadership has a significant and negative effect on isolation in the workplace and a significant and positive effect on the relationship atmosphere and belief in self-efficacy. Also, the effect of relationship atmosphere and belief in self-efficacy on work isolation is significant and negative. It was also found that ethical leadership, separately through the two mediating variables of relationship atmosphere and belief in self-efficacy, has an indirect and negative effect on isolation in the workplace. Subsequently, the claim that isolation in the study community is current in the workplace and Sari was tested by one-t-test, which indicates that the phenomenon is current among employees.
Maryam Fathalian; Mohammad Hami; Vahid Shojaei
Abstract
AbstractThe present study was conducted with the general aim of investigating the role of ethical leadership on organizational silence mediated by organizational bullying, organizational indifference and job plateau of the employees of the Ministry of Sports and Youth. The present study, according to ...
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AbstractThe present study was conducted with the general aim of investigating the role of ethical leadership on organizational silence mediated by organizational bullying, organizational indifference and job plateau of the employees of the Ministry of Sports and Youth. The present study, according to the type of study and the relationships between variables, was one of the applied research projects and in terms of data collection method, it was among the studies of correlation with structural equations approach, which was conducted in the field. The statistical population of the study included all employees of the Ministry of Sports and Youth that finally 400 people were randomly selected.. The research instruments included six questionnaires of demographic characteristics, the standard questionnaire of moral leadership , the standard questionnaire of organizational silence, the standard questionnaire of organizational bullying, the standard questionnaire of organizational indifference Validity of the research tool in various research has been confirmed and the reliability of the components was reported using Cronbach's alpha reliability coefficient above 0. 7. The results of data analysis showed that there is a significant negative relationship between ethical leadership and organizational bullying, Also, moral leadership has a significant negative effect on organizational silence, organizational bullying, while organizational bullying, have a significant positive effect on organizational silence. It was further found that ethical leadership through the mediating variables of organizational bullying and organizational indifference has a significant negative effect on the organizational silence of the staff . Finally, the model of the effect of moral leadership on organizational silence with the role of mediation of organizational bullying, organizational indifference and job plateau of the staff of the Ministry of Sports and Youth was developed and approved.
Organizational Behavior Management
samaneh salimi; fatemeh shahreki de sokhte
Abstract
The present study aimed to investigate the effect of ethical leadership on job attachment with the mediating role of trust building among the teachers and present a structural equation model. This study was methodologically descriptive-correlational, and the statistical population consisted of 390 All ...
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The present study aimed to investigate the effect of ethical leadership on job attachment with the mediating role of trust building among the teachers and present a structural equation model. This study was methodologically descriptive-correlational, and the statistical population consisted of 390 All physical education teachers in Zahedan. Using Krejcie and Morgan’s sample size determination table, the study calculated the sample size at 198, and the sampling method was simple randomization. The ethical leadership questionnaire by Carlson et al (2011), job involvement questionnaire Edwards and Kilpatrick (1984), and trust building questionnaire Tarzi et al (2014) were employed for data collection. Eight specialists confirmed the content validity of the questionnaires according to the CVR and CVI indices. Moreover, the reliabilities of the scales were estimated at 0.900, 0.823, and 0.932, respectively, based on the Cronbach alpha coefficient. The data derived from the questionnaires were analyzed by the SPSS 23 and LISREL 8.8 software at the two levels of descriptive and inferential statistics, including Pearson correlation coefficient, and structural equation modeling. The results of the Pearson correlation and structural equation modeling displayed that ethical leadership directly affected job involvement and trust building, and job involvement directly affected trust building. But the indirect effect of moral leadership on job attachment through confidence building has been less than its direct effect.