Heyfa Bereyhe Bereyhi; Iman Mombeini
Abstract
IntroductionOne of the factors that must be considered by management to empower employees is the type of leadership style. Leadership is necessary and essential for effective social and organizational performance. Transformational leadership style is one of the most popular and studied leadership styles. ...
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IntroductionOne of the factors that must be considered by management to empower employees is the type of leadership style. Leadership is necessary and essential for effective social and organizational performance. Transformational leadership style is one of the most popular and studied leadership styles. Transformational leaders change the thoughts and attitudes of their followers and motivate them for higher levels of effort and performance. These leaders have the ability to orientate around a shared vision and encourage followers to work harder to implement and complete it. Therefore, the research was conducted with the aim of investigating the relationship of transformational leadership with job well-being, subjective occupational success, and adaptive performance in employees of Aghajari Oil and Gas Exploitation Company. MethodThe sample of the current research was 174 people (124 men, 50 women) from the employees of Aghajari Oil and Gas Exploitation Company. The instruments used in this research included General Transformational Leadership, Job Well-Being, Subjective OccupationalSuccess, and Adaptive Performance questionnaires. In order to evaluate the proposed model, structural equation modeling method was used with AMOS version 21 software. ResultsThe results showed that the final model has an acceptable fit with the data. Also, the results showed that the direct paths of transformational leadership to job well-being (β=0.21, p<0.001), transformational leadership to subjective occupational success (β=0.67, p<0.001), and transformational leadership to adaptive performance (β=0.55, p<0.001) are significant. DiscussionAccording to the results of this research, it is suggested that transformational leadership style training for managers should be considered in the educational programs of organizations.
Montaha Mosavi; Noori Kaabomeir
Abstract
Introduction Age is one of the demographic characteristics that has been studied as one predictor variable in many studies. In addition to focusing on the chronological age or actual age of the individual, the researchers have also studied the concept of subjective age (perceived age). When people feel ...
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Introduction Age is one of the demographic characteristics that has been studied as one predictor variable in many studies. In addition to focusing on the chronological age or actual age of the individual, the researchers have also studied the concept of subjective age (perceived age). When people feel younger than their chronological age, their health, vitality, and productivity will increase. Therefore, the purpose of the present study was to investigate the relationship of subjective age with job satisfaction, organizational commitment and job well-being considering the mediating role of recognition of work experiences. Method The research design is descriptive correlational design. The statistical population of the study consisted of all employees of an industrial company in Ahvaz. A sample of 203 individuals was selected using a stratified random sampling method to obtain the most representative sample. To measure the variables of study, self-report instruments include Subjective Age Questionnaire (researcher-made), Work and Life Events Inventory (Berube, 2010), Job Satisfaction Scale (Warr et al., 1979), Organizational Commitment Scale (Mowday et al., 1979), and Employee Well-Being Scale (Zheng et al., 2015) were used. Data analysis was performed using structural equation modeling (SEM) using AMOS-22 software. Also, in this study, the Bootstrap method was used to determine the significance of indirect paths. Results The results showed that the research proposed model fit indices are sufficiently desirable. However, a better fit in the final model was achieved by eliminating non-significant direct paths (subjective age to job satisfaction, subjective age to organizational commitment, subjective age to job well-being). Also, the results of the Bootstrap for indirect paths showed that all indirect paths are significant; in other words, recognition of work experiences mediates the relationship between subjective age with job satisfaction, organizational commitment, and job well-being. Discussion Overall, given the positive impact of recognition work experiences on important job outcomes such as job satisfaction, organizational commitment, and job well-being, it is suggested to managers to consider programs in their management process to identify and appreciate employees' work experiences. Also, given the findings of this study on the importance of recognition work experiences, it is suggested that managers appreciate older employees who voluntarily share their work experiences.
Noori Kaabomeir; Abolfazl Safari; Abdulzahra Naami
Abstract
The aim of this study was to investigate the relationship of work-family conflict with occupational success and job well-being, with moderating role of family hardiness and collective efficacy. Statistical population included nurses in Amir Almomenin hospital of Ahvaz. Among them 200 nurses were selected ...
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The aim of this study was to investigate the relationship of work-family conflict with occupational success and job well-being, with moderating role of family hardiness and collective efficacy. Statistical population included nurses in Amir Almomenin hospital of Ahvaz. Among them 200 nurses were selected by census sampling method. Carlson et al. Work-Family Conflict, Grebner et al. Perceived Occupational Success, Parker & Hyett Job Well-Being, McCubbin et al. Family Hardiness and Caprara et al. Family Collective Efficacy Questionnaires were used for data collecting. Data were analyzed by multiple regression analysis using SPSS-22. Regression analysis showed that both work-family and family-work conflict are able to predict occupational success and job well-being. In addition, family hardiness and collective efficacy moderated the relationship between these variables.
