@2024 Afarand., IRAN
ISSN: 2228-5468 Education Strategies in Medical Sciences 2013;6(3):165-169
ISSN: 2228-5468 Education Strategies in Medical Sciences 2013;6(3):165-169
Relationship of Positive Leadership Strategies and Components of Quantum Organization
ARTICLE INFO
Article Type
Original ResearchAuthors
Aghababayi R. (*)Hoveyda R. (1)
Rajayipour S. (1)
(*) Department of Education Sciences, Educational Sciences & Psychology Faculty, Esfahan University, Esfahan, Iran
(1) Department of Education Sciences, Educational Sciences & Psychology Faculty, Esfahan University, Esfahan, Iran
Correspondence
Address: Department of Education Sciences, Educational Sciences & Psychology Faculty, Esfahan University, Hezar Jarib Street, Esfahan, Iran.Phone: +983117932542
Fax: +983116683107
hamraz1389@yahoo.com
Article History
Received: February 15, 2013Accepted: July 6, 2013
ePublished: August 2, 2013
ABSTRACT
Aims
Current ideas about the environment dynamicity and biological organizations, led to the emergence of quantum organizations. The leadership role in these changed organizations is holding the balance between tension and discipline. The purpose of this research was to analyze the positive leadership strategies and its relationship with the application of quantum organization’s components.
Materials & Methods This descriptive-correlative research was done in all 575 faculty members of Isfahan University during 2012 and 2013 and 101 samples were selected by stratified random sampling method. To collect data, positive leadership and quantum organization questionnaires were used. SPSS 15 statistical software and Pearson correlation, one sample T-test, stepwise regression and one way ANOVA tests were used to analyze the data.
Findings The highest mean score in positive leadership strategies related to positive climate (3.97±0.31) and in components of quantum organization related to together thinking (3.90±0.32). Among the positive leadership strategies, positive climate (t=-3.21; p=0.002) and positive meaning (t=4.72; p=0.0001) had the ability to predict quantum organization.
Conclusion the mean of positive leadership strategies and components of quantum organization is relatively desirable in university of Isfahan. There is a positive relationship between positive leadership strategies and quantum organization components.
Materials & Methods This descriptive-correlative research was done in all 575 faculty members of Isfahan University during 2012 and 2013 and 101 samples were selected by stratified random sampling method. To collect data, positive leadership and quantum organization questionnaires were used. SPSS 15 statistical software and Pearson correlation, one sample T-test, stepwise regression and one way ANOVA tests were used to analyze the data.
Findings The highest mean score in positive leadership strategies related to positive climate (3.97±0.31) and in components of quantum organization related to together thinking (3.90±0.32). Among the positive leadership strategies, positive climate (t=-3.21; p=0.002) and positive meaning (t=4.72; p=0.0001) had the ability to predict quantum organization.
Conclusion the mean of positive leadership strategies and components of quantum organization is relatively desirable in university of Isfahan. There is a positive relationship between positive leadership strategies and quantum organization components.
CITATION LINKS
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[22] Carroll M. A study of the relationship between positive leadership behaviors and followers positive psychological capital [dissertation]. Minneapolis: Capella University; 2009.
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[2] Ercetin S, Kamac C. Quantum leadership paradigm. World Appl Sci J. 2008;3(6):865-8.
[3] Deardorff D, Williams G. Synergy leadership in quantum organization. Illinois: University of Devry; 2006.
[4] Hood LK, Leddy S. Leady and pepper’s conceptual bases of professional nursing. 6th ed. Lippincott: Williams and Wilkins; 2006.
[5] Finkelman A. Leadership and management in nursing. Switzerland: Pearson Prentice Hall; 2006.
[6] Sullivan E, Decker P. Effective leadership and management in nursing. 6th ed. Switzerland: Pearson Prentice Hall; 2005.
[7] Burnham J. Building leadership capacity-helping leaders learn: An NCSL think piece. England: National College for School Leadership; 2006.
[8] Southwell D, Gilding A. Centralized decentralized professional development models: Catalyst network. OLT; Exploring Integrated Learning Environments Conference; 2004.
[9] Kezar A, Eckel D. The effect of institutional culture on change strategies in higher education: Universal principles or culturally responsive concepts? J High Educ. 2002;73(4):435-60.
[10] Cameron K, Caza A. Exploring the relationships between organizational virtuousness and performance. Am Behav Sci. 2008;47(6):766-90.
[11] Eisenberger EM. Perceived organizational support. J Appl Psychol. 2002;87(4):698-714.
[12] Chen G. Subject-object meaningfulness in knowledge work [dissertation]. Michigan: University of Michigan; 2007.
[13] Cameron K. Building relationships by communicating supportively. Dev Manag Skill. 2007;28(3):237-82.
[14] Ghayour M. Quantum leadership approach in learning organization. Manag J Univ Imam Reza. 2011;6(3-9):3-9.
[15]Baber D, Huselid MA, Becker BE. Strategic human resource management. J Hum Res Manag. 1999;38(4):321- 8.
[16] Jones D, Holdaway E. Exception for academic leadership. Int J Educ Manag. 1996;10(3):10-20.
[17] RamsdenT P. Learning to lead higher education. London: Route Ledge; 1998.
[18] Dutton JE. Breathing life into organizational studies. J Manag Inquir. 2002;12(1):5-19.
[19] Rowerly D, Sherman H. The special challenges of academic leadership. J Manag Decis. 2003;41(10):1058-63.
[20]Lee G, Teo A. Organizational restructuring: Impact on trust and work satisfaction. Asia Pacific J Manag. 2005;22(1):23-39.
[21] Grant AM, Campbell EM. The interactions of perceived pro social and antisocial impact in service work. J Occup Organ Psychol. 2007;80:665-9.
[22] Carroll M. A study of the relationship between positive leadership behaviors and followers positive psychological capital [dissertation]. Minneapolis: Capella University; 2009.
[23] Zagorsek H. Transactional and transformational leadership impacts on organizational learning. JEEMS. 2009;14(2):144-65.
[24] Hafeznia MR. Research method in humanity sciences. Tehran: Samt Publication; 2007. [Persian]