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.
Publication Date: 2017
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.
