مدیریت و برنامه ریزی در نظام های آموزشی (24235261)(1)pp. 123-148
Objectives: To identify decentralization strategies, by presenting a paradigm model of decentralization in the Iranian Education system, this study seeks to determine the effective causal, contextual, and intervention conditions in determining the levels of centralization and decentralization in the Iranian Education system based on lived experiences and studies of experts and senior and middle managers of Education since 1978 until now. Materials and Methods: This qualitative research has been performed by using the Grounded theory approach. From the target community, including Education experts and senior managers, fifteen managers and 10 experts were purposefully selected. Data were collected through semi-open interviews. Interviews were recorded and themes, concepts, and categories were identified in open coding. In axial coding, concepts and categories were categorized under causal conditions, intervention, context, strategies, and consequences; selective coding was performed by determining the axial category. Discussion and Conclusions: Iranian Education has a centralized, uncoordinated, and quantitative structure. This system prescribes the same programs for all students across the country, with diverse climatic, cultural, and social conditions that do not meet individual and societal needs and this structure is ineffective. All experts and managers agree on the need to decentralize this system. But conditions such as politicization, the resistance of headquarters power centers, staff apathy, economic weakness, political conditions, dependence on the public budget, fear of ethnicity in decentralization, the political selection of non-professional managers, the instability of management and regulations, etc. make decentralization plans fail. Strategies such as the forming of a strategic council as a lever of governance power in support of administrative decentralization, assuring managers and staff of their role in a decentralized system, strengthening the legal status of provincial, district and school councils, preparing strategies for designing and preparing indigenous educational programs and content alongside national programs in the framework of national interests, forming and strengthening of scientific associations and organization of the teacher system, empowerment of staff, preparing of document and action plan of regions and provinces based on needs assessment, technical and financial support for disadvantaged areas and the use of indigenous capabilities for gradual decentralization can improve the quality of Education and the role of this system in the development process.
Nik akhlag, S., Hoveida, R., Mohammad davoudi, A.H.
مدیریت دولتی (20085877)(1)pp. 109-128
Objective: Coaching leadership is one of the new leadership models in modern organizations. It is a process for developing expertise and improving the employees’ personal growth; however, many managers know little about this leadership style or do not have the necessary skills to exercise it. This study aimed to identify the components of coaching leadership. Methods: This research is applied in terms of purpose, a field study in terms of data collection method, and exploratory (qualitative-quantitative) in terms of its implementation method. In its qualitative part, the grounded theory was used. For data analysis, the systematic approach, developed by Strauss and Corbin, was applied through open, axial, and selective coding. In order to validate the components of the research, several methods were used, among which the member checking method (interviewees) and interrater reliability were the most significant ones. In the quantitative part, the survey method was used. A 21-item researcher-made questionnaire was also used to collect data. Construct validity was assessed to evaluate the validity of the instrument based on confirmatory factor analysis. Cronbach's alpha method and combined reliability were used to evaluate the reliability of the questionnaire. The statistical population of the present study consisted of two parts. In the first part, the target population included prominent experts and university professors of leadership and coaching. Semi-structured interviews were conducted with 16 of them using the snowball sampling method. The latest related sources were also analyzed. In the second part, the statistical population included all employees working in the public sector of the Iranian electricity industry, i.e. 16,899 people. From among them, using Cochran's formula, 370 people were selected by multi-stage cluster sampling. Results: The results of the qualitative section indicated the components of coaching leadership as self-awareness, building-trust, empathy, effective communication, helping to set goals and design actions, monitoring growth and development, and team building. Conclusion: According to the obtained results, the components of coaching leadership including self-awareness, empathy, building-trust, effective communication, helping to target and design actions by employees, monitoring the personal growth and development of employees, and team building in the Iranian electricity industry stand below the average level. Therefore, managers are required to try to strengthen these components, achieve the basic skills of coaching leaders, and put into practice their serious mission in organizations and Iranian society.
The aim of this paper is to identify the underlying factors affecting the marketing of higher education in applied science and the relationship and brand image that can affect these factors. Accordingly, a model for the marketing of higher education in these centers is presented. Qualitative research method That is done using the Foundation Data Theory. The researcher conducted a semi-structured interview with the directors of the scientific-practical centers, marketing experts and students of science-applied science centers with purposeful theoretical saturation to collect data. Afterwards, for the analysis of the data, the extracted propositions were coded, combined and categorized. The results of the research showed that since the choice of scientific-practical university and the decision-making process are important issues that are strongly influenced by the brand's brand identity, The interviewees introduced two categories as the basis of the instruments, which include factors influencing choice and sources of information for decision making.
This study aimed to determine the structural equation modeling of the relationship between teachers' classroom management styles with the social skill dimensions and academic performance of elementary school students in Kermanshah. Methods: The research method was descriptive-correlational. According to the Cochran formula, 394 students and 197 teachers were selected as samples. We used researchermade Classroom Management Styles (Shiravand, 2016), Social Skills (2004), and Pham and Taylor's Academic Performance Of Students (1998). The correlation between variables was performed to analyze the data using SPSS24, AMOS23 software. Results: The results showed that there was a positive correlation between the teachers' management styles and social skills (r = 0.37) and the positive correlation between social skills and students' academic performance (r = 0.55) and a positive correlation between teachers' Students' education (r = 0.45) at the level (p = 0.001) was statistically significant. Conclusion: According to the obtained results, the teachers' classroom management styles have been influential on the students' academic performance, social skills, and the students' academic performance. The teachers' classroom management styles were also influential on the students' academic performance by emphasizing social skills, conversational skills, group activities, familiarity skills, self-regulation, crisis management, and conflict. An interactive and participatory management style has the most significant impact on social skills. The professional-oriented style has had the most significant impact on performance
مدیریت و برنامه ریزی در نظام های آموزشی (24235261)(2)pp. 267-294
Objective: The purpose of this study was to identify and validate the dimensions and components of ethical leadership of the university directors and the status assessment of the university administrators’ ethical leadership at comprehensive units of Azad University in the educational year 2016-2017. Materials and Method: The research was carried out using a mixed (qualitative and quantitative) method. In order to collect information in the qualitative section, after studying the available resources related to the subject of research, 25 of the university directors in the educational, cultural and student units that were members of the faculty board members in the 2016-2017 academic year were purposefully selected by the network of specialists. The interview was conducted by a semi-structured method. In the quantitative section, using the results of interviews and the study of resources, the ethical leadership questionnaire for university directors was developed. In this research, factor analysis of the questionnaire, factor analysis, and convergent validity index (AVE index) and audit validity (Farnell and Larker criteria, cross-factor load and HTMT index) were used. Cronbach alpha coefficients and composite reliability were used to assess the reliability of the tool. To calculate the above indicators, the Structural Equation Modeling approach and Smart PLS software were used. Results and Conclusion: By analyzing the qualitative data, four dimensions of ethical leadership and their components were set for university administrators, and their validation was done in a quantitative section. Cronbach alpha and combined reliability of four dimensions were higher than 88. And the Convergent Validity Criterion for the four dimensions was upper than 0.59. It was a sign of the solidarity of the ethical leadership structure of the university administrators of their own dimensions. These dimensions are as follows: organizational dimension, interpersonal dimension (management and the faculty board members, management and students, management and staff), social dimension and individual dimension. The results of the one-sample t-test demonstrated that the average of viewpoints of faculty members in all four dimensions was higher than 3 and close to 4. The results of this study showed that there are four important dimensions in relation to each dimension and there are some components for ethical leadership of academic directors that can be used to assess the ethical leadership of academic directors. The university, as a center of research and instruction, should be ethical in interactions with students, professors, employees, and the academic community. Thus, the university requires the implementation of the ethical leadership styles more than any other organization. The main objectives of higher education administrators include assistantship in resolving community problems and educating more efficient civilians for serving the country, which is not possible unless by their observance of the ethical principles and accepted regulations. Therefore, the significant duty of university administrators is providing an environment where the principal functions of ethical leadership can be ethically carried out. The administrators’ decisions related to the organizational and structural dimensions of the university, comprising legislating, employing, acclaiming, punishing, the source usage, and the administrators’ behavior, can cause some ethical and behavioral obligations.
Foresight and STI Governance (23129972)11(1)pp. 66-74
Higher education and intelligent leadership are considered important parts of every country's education system, which could potentially play a key role in accomplishing the goals of society. In theories of leadership, new patterns attempt to view leadership through the prism of creative and intelligent phenomena. This paper aims to design and develop an intelligent leadership model for public universities. A qualitativequantitative research method was used to design a basic model of intelligent leadership. The opinions of pundits and experts with a purposive sampling method to achieve theoretical saturation was used to design a model in the qualitative phase. During the testing of the model based on confirmatory factor analysis, data indicated that the dimensions of intelligent leadership were placed in the four components: rational leadership, emotional leadership, spiritual leadership and collective leadership and classified in sub-categories. Rational leadership was classified into five sub-categories (strategic thinking, common targeting, planning, decision-making and monitoring and feedback); emotional leadership was classified into four sub-categories (self-awareness, self-management, motivation and social awareness); spiritual leadership was classified into seven sub-categories (vision, confidence in one's ability to achieve a goal, altruism, meaningful work, membership, organisational commitment and feedback); and finally, collective leadership was classified into the three sub-categories (communication, development of a communication network and an exchange of opinions between the leader and team). The results presented in the paper correspond with statistical logic. Finally, the test model and the Delphi technique were applied using the survey approach and the ultimate model was described, including 426 codes, 89 sub-categories and the four main categories (rational leadership, emotional leadership, spiritual leadership and collective leadership).
Eghbal, F., Hoveida, R., Seyadat, S.S., Samavatiyan, H., Yarmohammadian, M.H.
Foresight and STI Governance (23129972)11(2)pp. 83-91
The research performance of faculty members is one of the main criteria for measuring a university's overall performance, and universities and higher education centers seek to improve research because of their purpose and their commitment to various parts of society. The present research aims at determining the effects of the components of perceived talent management on the research performance of faculty members with the mediating role of perceived organizational justice. The research is a correlationaldescriptive study based on structural equations and its statistical population consists of the faculty members at the University of Isfahan, Isfahan University of Medical Sciences and Isfahan University of Technology. For the sample size, using the SPSS Sample Power software, of 562 individuals 130 were selected using stratified random sampling proportional to sample size. For data collection, faculty members' research performance record, a talent management questionnaire and a perceived organizational justice questionnaire were used. Convergent validity for both questionnaires (AVE) was calculated to be more than 0.5 and the reliability of both questionnaires using Cronbach's alpha coefficient was calculated to be more than 0.75. Data analysis was performed using the Smart PLS 3.2.6 statistical software. Findings indicated that the components of the variables of perceived talent management and perceived organizational justice account for a total of 61% of the variance of the variable of research performance variable and the mediating role of the variable of perceived organizational justice variable was found to be insignificant. As a result, it can be said that the improvement of talent management processes can lead to increased faculty members' increased sense of organizational justice and ultimately improved research performance.
