Educational Management
Naghi Radi Afsouran; Seyed Ali Siadat; Reza Hoveida; Hamid Reza Oreyzi Samani; George. C. Thornton
Abstract
Introduction The aim of this study was to train and to develop the leadership competencies of transformation, team building, and strategic thinking using leader development assessment center (LDAC) at National Iranian Oil Refining and Distribution Company. Method An experimental design with pre-test ...
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Introduction The aim of this study was to train and to develop the leadership competencies of transformation, team building, and strategic thinking using leader development assessment center (LDAC) at National Iranian Oil Refining and Distribution Company. Method An experimental design with pre-test and post-test was used. We got 10 of managers using a simple random method. First, participants responded scales on leadership self-efficacy, leadership knowledge and leadership situational judgment in the pretest. Then, we applied LDAC method as our main intervention for two days. Within applying LDAC, all participants were assessed based on the target leadership competencies through simulation exercises and then, their developmental needs were determined. After, all participants received feedbacks from coaches. Finally, they covered posttest scales after two weeks. Result The results showed LDAC has enhanced the team building leadership competency in the dimension of affective and also transformation leadership competencies in the dimension of cognitive. However, it was found that LDAC has not been effective in enhancing the target leadership competencies in the dimension of behavior. Conclusion Developing leadership competencies is necessary for fostering competent leaders. Since LDAC applies principles of active/deep learning, we recommend future studies to use this method as a training approach in leadership development programs. Its implementation may be challenging and costly, but the payoffs will be worth it.
R hoveida; A moghadam; A nikbakht
Abstract
The purpose of this research was to investigate the relationship between shared leadership and team work from the point of view of faculty members at the University of Esfahan. Research method was correlative and statistical population was all faculty members at the University of Esfahan in academic ...
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The purpose of this research was to investigate the relationship between shared leadership and team work from the point of view of faculty members at the University of Esfahan. Research method was correlative and statistical population was all faculty members at the University of Esfahan in academic year 1386-1387. Statistical sample consisted of 80 members who were selected randomly, through stratified method. To collect needed data, two questionnaires [shared leadership Konu & Vittanen (2008) and teamwork O'Neil (1998)] were used. They had proper reliability and validity with Cronach's Alfa 0.87 and 0.92, respectively. To analyze the data one-sample t test, Pearson's correlation and a multiple regression were used. Findings showed that average responses to shared leadership indices ranged from 1.91 to 2.38 and average responses to teamwork were 2/63. There was a significant relationship between shared leadership and teamwork (r =0.55, p<.05) that the highest correlation seen between cooperation and team work (r =0.383, p<.05). Also, a multiple regression showed that the components of shared leadership explained the variance of teamwork that the most beta belonged to cooperation and the least one belonged to motivation