Industrial and Organizational Psychology Studies

Abstract Introduction
One of the most important levers for the development of organizations in developed countries in recent decades is business intelligence development programs. The aim of present study was to investigate the relationship between entrepreneurial knowledge and business intelligence through the mediating role of self-efficacy and entrepreneurial Passion.
 
Method
The statistical population of this study included 500 portfolio managers of the Isfahan Stock Exchange Organization, who were working during the research. The sample size based on the average effect size of mediating and dependent variables in the primary research was determined to be equal to 173 who were randomly selected. Sherer's general self-efficacy scale (1982), Kardon et al.'s (2009) entrepreneurial passion questionnaire, researcher-made business intelligence scale, and knowledge-based clinical interview were used to collect data. The data were analyzed with the approach of generalized estimating equations and complete and limited mediation model in R software.
 
Results
indirectly through entrepreneurial self-efficacy and entrepreneurial passion, and mediating variables increase the effect of knowledge on business intelligence.
 
Discussion
Considering that knowledge, self-efficacy and entrepreneurial passion are abilities, we can hope that their promotion will increase business intelligence. Since business intelligence is very important for different jobs, especially portfolio managers, identifying factors affecting it can also help to improve their performance. One of the basic needs of stock market managers, as economic activists, is business intelligence. Organizations lead their employees to develop business intelligence so that they can improve working conditions by making more correct decisions. Considering the positive effects of business intelligence on people's decisions and taking into account the importance of the job of stock market managers, the need to pay attention to this issue becomes more apparent. Considering that one of the characteristics of the contemporary world is the expansion of knowledge in various fields, and considering that the ultimate goal of business intelligence is to improve economic decisions, findings that can provide solutions to improve the business intelligence of economic activists They will be of special importance.

Abstract Introduction
Impostor syndrome describes high-achieving individuals who, despite their objective successes, fail to internalize their accomplishments and have persistent self-doubt and fear of being exposed as a fraud or impostor. People with impostor syndrome struggle with accurately attributing their performance to their actual competence (i.e., they attribute successes to external factors such as luck or receiving help from others and attribute setbacks as evidence of their professional inadequacy). The purpose of the current research was designing and testing a model of the effects of growing mindset and fixed mindset on impostor syndrome through mastery goal orientation, performance-avoidance goal orientation and the effect on  job burnout, organizational citizenship behavior and  organizational creativity.
 
Method
The research design is descriptive. The sample consists of 251 employees of an organization that were selected by convenience sampling method. The tools were include imposter syndrome scale (Clance & Imce, 1978), fixed and growing questionnaire (Dweck, 2000), Mastery goal orientation questionnaire and performance-avoidance goal orientation questionnaire (Midgley et al., 1998), job burnout questionnaire (Maslach & Jackson, 1986), organizational citizenship behavior (organ and Kanovski, 1989), and organizational creativity questionnaire (Liao et al., 2018). The evaluation of the proposed model was done using the structural equation modeling method (SEM) and using SPSS version 24 and AMOS version 24 software. The bootstrap method was also used for testing the mediating effects in the proposed model.
 
Results
The results showed a good fit of the proposed model with the data. In addition the direct and indirect effects of growing mindset and fixed mindset through mastery goal orientation and performance-avoidance goal orientation on impostor was confirmed. Furthermore the effect of Impostor on organizational creativity, job burnout and organizational citizenship behavior was confirmed.
 
Discussion
According to the results of this research, It can be said that imposter syndrome, weakens the development of human resources and decrease organizational creativity and organizational citizenship behavior and leading to job burnout.
 

Abstract Introduction3o manage mental & psychological pressures & to control this destructive phenomenon, which, while influencing the success process of organizations, also causes behavioral problems & conflicts in their affairs. Today, organizational trauma has affected many organizations that play a central role in the social & economic development of societies & provide services.
 
Method
The purpose of this study was to investigate the effect of abusive supervision on organizational trauma with the role of organizational voice as a mediator. This research is of the type of quantitative research & in terms of applied purpose, & in terms of the method of data collection, it is among descriptive-correlational research. The statistical population of this research is all the employees working in the government organizations of Khorram Abad city (1300 employees). The sample size based on Morgan table was 297 employees who were selected by simple random sampling method. The instrument included standard questionnaires, their reliability were confirmed using Cronbach's alpha. Also, Spss & Amos softwares were used for data analysis.
Results
The results of this research showed that abusive supervision both directly & through the reduction of organizational voice causes an increase in organizational trauma & as a result disrupts the success process of the organization.
6
Discussion
Reducing the organizational voice or in other words not hearing the voice of the employees causes behavioral & moral  problems in doing things & ultimately increases the organizational trauma

Abstract Introduction
Employee retention has emerged as a critical strategic imperative for organizations across industries. The ability to retain talented employees is essential for organizational success, innovation, and sustained competitive advantage. Beyond traditional factors such as compensation and benefits, psychological and relational factors significantly influence employees' decisions to remain with their employers. This study delves into the intricate relationship between perceived organizational support (POS), high-quality leader-member exchange (HiLMX), creative work involvement (CWI), and individual feelings of energy as predictors of employee retention. POS, as a construct, reflects employees' perceptions of their organization as supportive, caring, and valuing their contributions. HiLMX, on the other hand, refers to the quality of the dyadic relationship between an employee and their immediate supervisor. CWI encapsulates employees' active and enthusiastic engagement in creative work activities. Finally, individual feelings of energy represent employees' subjective experiences of vitality and vigor. This study posits that POS positively influences employee retention directly and indirectly through its impact on HiLMX, CWI, and individual feelings of energy.
 
Method
To examine the proposed relationships, a descriptive non-experimental research design was employed. Data were collected from a sample of 299 employees working in a steel company. Participants completed self-reported questionnaires measuring POS, HiLMX, CWI, individual feelings of energy, and employee retention. The reliability of the measurement instruments was assessed using Cronbach's alpha, yielding a satisfactory alpha coefficient of 0.885. Data analysis involved descriptive statistics to provide an overview of the sample characteristics and measures. To test the hypothesized relationships, structural equation modeling (SEM) was conducted using SPSS and AMOS software. SEM is a powerful statistical technique that allows researchers to examine complex relationships among multiple variables simultaneously.
 
Results
The findings of the study provided partial support for the proposed relationships. Results indicated a significant positive relationship between POS and employee retention, suggesting that employees who perceive their organization as supportive are more likely to remain with the company. Furthermore, POS was found to positively influence both HiLMX and individual feelings of energy. This implies that employees who perceive high levels of organizational support are more likely to develop strong relationships with their supervisors and experience higher levels of energy. Individual feelings of energy emerged as a significant positive predictor of both CWI and employee retention. Employees with higher levels of energy were more engaged in creative work activities and were more likely to stay with the organization. However, contrary to expectations, the hypothesized direct relationships between HiLMX and CWI, as well as HiLMX and employee retention, were not supported by the data.
 
Discussion
The findings of this study underscore the critical role of POS in fostering employee retention. The results highlight the importance of creating a supportive organizational climate that employees perceive as caring and valuing their contributions. Moreover, the study emphasizes the mediating role of individual feelings of energy in the relationship between POS and both CWI and employee retention. This suggests that organizations can enhance employee retention by implementing strategies that boost employees' energy levels and encourage creative engagement. While the results did not support a direct relationship between HiLMX and employee retention, this does not negate the importance of leader-member exchange in the overall employee experience. Future research could explore the moderating effects of HiLMX on the relationship between POS and employee retention or investigate the combined effects of HiLMX and other variables on employee retention. Additionally, examining the generalizability of the findings to other industries and organizational contexts would contribute to a deeper understanding of the factors influencing employee retention. In conclusion, this study provides valuable insights into the complex interplay of POS, HiLMX, CWI, and individual feelings of energy on employee retention. By understanding these relationships, organizations can develop targeted interventions to enhance employee satisfaction, engagement, and retention.

Abstract Introduction
In recent years, despite the increasing importance of the quality of teachers' working life, in the educational systems of many countries, due to reasons such as shrinking policies in recruiting human resources, increasing the working hours of teachers, restructuring organizational structures, changing traditional teaching methods and replacing virtual education methods, and extensive changes in Educational programs have increased the tasks assigned to teachers. The workload has negative consequences for teachers, which needs to be investigated. Based on this, the purpose of the present research was to study the relationship between work overload and career plateau in physical education teachers with the mediating role of emotional stability.
 
Method
This applied study was conducted using the correlational research method. The statistical population of this study included all sport teachers in Golestan province at primary and secondary levels (686 teachers) and the sample size was estimated to be 247 physical education teachers based on Cochran's formula. The selection of the research sample was done using random samling method. The instruments used in this study included three questionnaires of work overload (Yun, 2022), emotional stability (Gagani et al., 2021) and career plateau (Ramgoolam, 2020) that all of which have a five-point Likert scale. The collected data were analyzed descriptively and inferentially using statistical software SPSS version 25 and SmartPLS version 4.
Results
The results of the research showed that the relationship between work overload and emotional stability of physical education teachers is negative and significant. Another part of the research results indicated that there is a positive and significant relationship between work overload and the career plateau of physical education teachers. Finally, the results confirmed the significant relationship between work overload and career plateau of physical education teachers with the mediating role of emotional stability.
 
Discussion
Based on the results, it can be concluded that work overload can lead to the formation of negative career consequences such as career plateau by reducing the emotional stability of physical education teachers.

Abstract Introduction
The oil and gas industry, as one of the primary sources of employment, is subject to various stressors that significantly impact the mental and physical health of workers, particularly rotational employees in operational zones. Shift work and harsh environmental conditions, such as prolonged separation from family, high job demands, and exposure to physical and chemical hazards, contribute to increased stress, anxiety, occupational burnout, and physical health issues, including cardiovascular diseases and diabetes. These challenges not only undermine individual well-being but also lead to reduced productivity, increased absenteeism, and higher organizational costs. Global studies have demonstrated that working in operational areas can result in psychosocial and physical health problems. However, in Iran, comprehensive research on the mental health of shiftwork employees in the National Iranian Oil Company has been lacking. Most existing studies have focused on general occupational stress, with limited attention given to strategies for enhancing mental well-being. Therefore, examining the factors influencing the mental health of these workers and developing effective management strategies is essential to mitigate adverse consequences and improve workforce productivity.
 
Method
This study employing a qualitative approach and the meta-synthesis method based on the Sandelowski & Barroso (2007) framework. The aim of this method was to synthesize findings from related studies to generate new knowledge and provide a comprehensive perspective on mental well-being and psychological health among rotational workers. The statistical population comprised 453 scientific sources from domestic and international databases, published between 2010 and 2024 (1390–1402 SH), identified through a systematic keyword search. Ultimately, 30 credible sources were purposefully selected based on specific criteria, including thematic relevance to workers’ mental health, publication in reputable journals, and source authenticity. The validity of the study was assessed by expert opinions, and reliability was measured using Cohen's Kappa coefficient. Data were collected and analyzed through documentary research methods. The study was conducted following the seven-step meta-synthesis model of Sandelowski & Barroso.
 
Results
This study aimed to develop a model for mental well-being and psychological health among shiftwork employees in an oil industry. To achieve this, 30 relevant studies were reviewed and analyzed. The findings revealed that the final model comprises a set of influential factors categorized into five main dimensions. Macro-organizational factors, such as modernity and economic conditions, play a crucial role in workers’ mental well-being. In today’s world, mere access to material resources is insufficient; rather, a sense of security, happiness, and social satisfaction is equally essential. Psychosocial factors, including work-life balance, quality of work life, motivation, social security, social trust, and social capital, directly impact workers' mental health. Research suggests that shifting the focus from illness to psychological well-being enhances the quality of work life. Organizational factors also play a significant role in this model, encompassing workplace fairness, organizational management, human resource activities, rotational work culture, and workplace safety. Studies emphasize that effective human resource management and a positive organizational culture have a profound impact on employees' mental well-being. Furthermore, individual and occupational factors, such as personality traits, psychological skills, and job characteristics, also influence job satisfaction and mental health.
 
Discussion
Overall, the study findings highlight the necessity of addressing economic, social, organizational, and individual dimensions to improve the psychological well-being of shiftwork employees. Implementing supportive policies and enhancing workplace quality can significantly reduce stress and increase job satisfaction.

Abstract Introduction
The rapid advancement of technology across various industries has led to the emergence of new and diverse job roles. In today’s highly competitive business environment, organizations seek sustainable competitive advantages to maintain their market position (Kang & Na, 2020). Given the evolving nature of work, human capital is considered the most valuable asset, requiring organizations to ensure their employees possess the necessary competencies to adapt to these changes (Tripathi & Agrawal, 2014). Competency-based human resource management serves as a strategic approach to addressing these demands. Situational Judgment Tests (SJTs) are widely used tools for assessing employee competencies. Research indicates that SJTs demonstrate strong predictive validity for overall job performance (Christian et al., 2010). This research aims to bridge the existing methodological gaps by examining the canonical correlation between human resource competencies and personality traits, focusing on the effectiveness of SJT within the hiring processes of Iranian organizations.
 
Method
This study is an applied research project utilizing a correlational design. The target population
 comprised non-governmental organization (NGO) staff specialists, from which 150 participants were selected through convenience sampling method. Participants received an online link to the personality questionnaire and SJT assessment, specifically designed to measure two critical competencies: result orientation and effective communication. Data collection was conducted using the 60-item NEO-Short Personality Inventory and a custom-developed SJT comprising two workplace scenarios tailored to the study’s objectives. To develop the SJT, a competency model for the target workforce was first established. Two general competencies, result orientation and effective communication, were selected for assessment. The SJT scenarios were designed to evaluate the extent to which test-takers demonstrated these competencies in response to workplace challenges. The validity of the SJT was established through content validation by ten experts in HR management and psychology, while construct validity was confirmed using confirmatory factor analysis (CFA). Model fit indices, including Comparative Fit Index (CFI), Normed Fit Index (NFI), Goodness-of-Fit Index (GFI), and Adjusted Goodness-of-Fit Index (AGFI), indicated satisfactory model fit, with values exceeding the 0.90 threshold. Reliability analysis, conducted using Cronbach’s alpha coefficient, demonstrated an overall reliability of 0.72, confirming the internal consistency of the instrument.
 
Results
The findings indicated that the first canonical function explained 38% of the variance, while the second function accounted for only 5% of the variance, falling below the interpretability threshold of 10% (Sherry & Henson, 2005). Consequently, the analysis focused on the first canonical function. The study confirms that personality traits play a crucial role in determining competency-driven behavior, reinforcing the utility of SJTs as predictive assessment tools.
 
Discussion
Variability in SJT design impacts both psychometric properties and test-taker responses, making it essential to tailor these assessments to specific organizational contexts. While SJTs have gained widespread recognition as competency measurement tools, further research is needed to refine their construct validity and relative effectiveness in diverse organizational settings. The findings highlight the practical utility of personality-based SJTs in HR selection and development processes. The study suggests that SJTs with personality-driven response formats outperform knowledge-based SJTs in predicting workplace behavior, reinforcing their value in competency-based talent management. Future research should explore the unidimensionality and invariance of SJTs through advanced measurement techniques, addressing limitations related to situational variability and response consistency.

Abstract Introduction
Job satisfaction serves as a crucial bridge, linking an individual's psychological, emotional, and behavioral resources with their work environment. In this way, it plays a vital role in how well individuals adapt to their workplace and feel satisfaction within it. The ability for emotional self-regulation-both emotionally and affectively-alongside one’s level of psychological resilience, has significant impacts on job performance and the emotions experienced as a result. This study aims to predict the job satisfaction of Guilan University employees based on the roles of emotional self-regulation and psychological resilience.
 
Method
This study is descriptive-correlational, with data collected through survey and field methods. Additionally, the research is fundamental in nature, aiming to contribute to foundational knowledge. The statistical population consists of 118 employees from various departments at the University of Guilan, selected through convenience sampling method. With the cooperation of managers in each department, employees were asked to participate voluntarily, and, after receiving necessary explanations, each employee was requested to complete the Minnesota Job Satisfaction Questionnaire, the Hoffman and Kashdan Emotional Self-Regulation (Affective Styles) Questionnaire, and the Connor-Davidson Psychological Resilience Scale.
Results
According to the research findings, emotional self-regulation and resilience together significantly contribute to enhancing job satisfaction among university employees. A positive and significant relationship was observed between emotional self-regulation and psychological resilience (r=0.733, P<0.01). Additionally, results from the multiple regression analysis for predicting job satisfaction through psychological resilience and emotional self-regulation revealed that the regression coefficient for psychological resilience was β=0.33 and for emotional self-regulation was β=0.40.
 
Discussion
By strengthening emotional self-regulation strategies and fostering resilience-one of the key psychological assets-individuals can experience significant improvements in job satisfaction. Emotional self-regulation helps individuals manage their feelings and reactions when facing workplace challenges, allowing them to control negative emotions or daily stresses more effectively. Meanwhile, resilience empowers individuals to remain adaptable in the face of job-related difficulties, enabling them to maintain motivation and energy in their work. Consequently, by enhancing these skills, individuals can better handle workplace pressures, leading to higher levels of job satisfaction.

Abstract Introduction
The phenomenon of a career plateau occurs when employees perceive themselves to be stagnant at a certain point in their careers, resulting in a low likelihood of upward mobility. Employees at a career plateau have poorer performance in terms of in-role behaviors, extra-role behaviors, and work engagement. Career plateaus can cause not only physical and mental discomfort and burnout of employees but even low morale and low efficiency. Employees who are stuck in a career plateau may face two types of stagnation, organizational structure (hierarchical plateau) or job content (content plateau). When employees feel that their career development is restricted due to an unreasonable organizational structure, it affects their mindset about their future career development. The employees psychologically believe that they cannot get promoted even if they work hard, which leads to slackness and affects their work performance. Considering this importance, the aim of the current research was to investigate the effect of job plateau on the job performance of teachers with the mediating role of deviant work behaviors and organizational silence.
 
Method
The current study was a descriptive-correlation study and the statistical population included 3244 teachers in Kashan, the sample size was 332 using Cochran's formula and stratified random sampling method. The job plateau questionnaire (Milliman's, 1992), deviant behaviors (Bennett and Robinson's, 2000), job performance (Williams and Anderson's, 1991), and organizational silence (Salvaty et al, 2013) were used to collect data. The reliability of the questionnaires was obtained through Cronbach's alpha coefficients for job plateau 0.87, deviant behavior 0.86, job performance 0.75 and organizational silence 0.78. Data analysis of the research was done using SEM and Amos and SPSS₂₆ statistical softwares.
 
Results
The results showed that the mean of variables the job plateau 3.33, organizational silence 3.65 and deviant behavior 3.82 were higher than average and the mean of job performance variable 1.87 was lower than average. Also, the effects of job plateauing, organizational silence and deviant behavior on job performance were negative and significant, and the effects of job plateauing on organizational silence and deviant behavior were positive and significant.
 
Discussion
Considering the negative effects of plateauing, organizational silence, and deviant behaviors on teachers' job performance, it is suggested to control the level of job plateauing through strategies such as job adaptation training for teachers or job rotation. By optimal implementation of projects such as teachers ranking system and payment based on performance, it is possible to pay attention to the internal and external motivation of teachers and increase their remuneration, and direct their energy and efforts.

Abstract Introduction
One of the most common but under-recognized issues in organizations today is organizational apathy. Apathy is a slow process that gradually emerges in employees who are stuck in boring, repetitive jobs with little hope of improvement or advancement. At the organizational level, people who lose interest in their work for some reason gradually suffer from burnout and ultimately organizational indifference. Sometimes people express their objection to orders in the form of strikes and protests, which are the most obvious forms of expressing dissatisfaction, and sometimes this is expressed by high absenteeism.
 
Method
This research was exploratory and practical in terms of purpose, and data collection was done in
the form of semi-structured interviews. The sample selection indices were knowledge and experience, and the sample size criterion was theoretical saturation, which was finally achieved with 12 theoretical saturation interviews. In the quantitative part, structural-interpretive modeling was done with Mic Mac software and with 8 experts who are proficient in the affairs of sports organizations.
Results
The results of the interview finally led to the creation of 52 open codes and 5 central codes, which were placed in the form of structural factors of creating organizational indifference. The results of the analysis showed that relationship-oriented organization was at the first level of effectiveness and the components of severe bureaucracy, taste evaluation, misalignment of goals was at the second to fourth levels, and the components of disempowering employees were at the last level in terms of effectiveness. Also, the location plan of the components showed that the component of relationship-oriented organization was a strategic variable and the component of disempowering the exiting employees of the system was creating organizational indifference.
 
Discussion
Considering the high sensitivity of the relation-oriented organization component in creating organizational indifference, it is suggested that the selection indicators of managers and employees be examined and monitored so that a high degree of coordination between the adopted position and the expertise and experience of the people to exist.

Abstract Introduction
Job satisfaction has become one of the most extensively studied topics in organizational research, gaining increasing attention in recent years. As a crucial element in achieving a competitive edge, job satisfaction enhances individual performance, thereby facilitating an organization’s progress toward its goals. Given its significance, this study aims to explore effective strategies for fostering job satisfaction among university graduates.
 
Method
This qualitative study employed a thematic analysis approach to identify key factors contributing to job satisfaction. The research sample comprised individuals who reported high job satisfaction and met the predefined inclusion criteria. Participants were selected through convenience sampling method, with data collection continuing until theoretical saturation was reached. A total of 12 participants were interviewed, and their responses were systematically analyzed to extract meaningful themes.
 
Results
Thematic analysis of the participants' narratives revealed that an active and realistic approach is fundamental to achieving job satisfaction among university graduates. This approach consists of several key themes: adaptability, a constructive attitude, systematic awareness, personal agency, discipline, dynamism, leveraging experience, applying knowledge, purposefulness, continuity, unity, strengthening family bonds, utilizing modern resources, fostering positive emotions, creating a healthy cooperative atmosphere, cultivating interest, building self-esteem, encouraging creativity, and adhering to core values.
 
Discussion
The findings underscore the importance of shifting the focus in career counseling from merely selecting a satisfying job to actively cultivating job satisfaction. Rather than perceiving job satisfaction as an external condition dependent on the job itself, individuals can enhance their professional fulfillment by adopting the identified strategies. By incorporating adaptability, systematic awareness, and a constructive mindset, employees can navigate workplace challenges more effectively, leading to greater engagement and productivity. These insights have significant implications for universities, employers, and career counselors. Educational institutions can integrate these strategies into career development programs to equip graduates with the necessary skills for sustaining job satisfaction. Employers can design workplace policies that promote adaptability, continuous learning, and positive work environments. Career counselors can shift their focus toward empowering individuals to take an active role in shaping their professional experiences. In conclusion, this study highlights the value of an active, realistic approach in fostering job satisfaction. By implementing the identified strategies, individuals can enhance their professional well-being, thereby contributing to organizational success. These findings offer a roadmap for creating a motivated and satisfied workforce, ultimately benefiting both employees and employers alike.

Abstract Introduction
In today's fast-paced world, knowledge sharing is widely recognized as a fundamental driver of organizational success. Organizations rely on the free and effective exchange of knowledge among employees to maintain their competitiveness, enhance operational efficiency, and foster innovation. Knowledge sharing is a process in which individuals exchange knowledge, experiences, and expertise with others to contribute to organizational learning and improve individual and collective performance in the workplace. This process not only facilitates learning but also enhances creativity, collaboration, and organizational interactions. Effective knowledge sharing is highly dependent on employees feeling safe and valued in sharing their knowledge and receiving support from the organization. Additionally, organizational structures, technological enablers, and transparent policies play a crucial role in increasing the frequency and quality of knowledge sharing. However, research has shown that the extent and effectiveness of knowledge sharing depend on multiple factors. Some of these factors facilitate knowledge exchange, while others act as barriers. Among the key factors influencing knowledge sharing are organizational culture, organizational trust, and authentic leadership. Organizational culture consists of shared values, beliefs, norms, and behavioral patterns that shape interactions among employees. A supportive and learning-oriented culture promotes a conducive environment for knowledge exchange, whereas rigid and hierarchical cultures may inhibit knowledge-sharing behaviors. Similarly, organizational trust fosters openness and cooperation among employees, creating a sense of security that encourages knowledge sharing. Authentic leadership is another crucial factor influencing knowledge-sharing behaviors. Authentic leaders inspire trust, create ethical work environments, and promote transparent communication. They encourage employees to actively participate in knowledge exchange by fostering a sense of belonging and shared purpose. Leaders who demonstrate integrity, transparency, and ethical conduct cultivate a high-trust culture, which in turn positively impacts employees' willingness to share knowledge.
Method
This study employs a correlational research design using structural equation modeling (SEM). The target population comprises employees of Iran's public libraries, from which a sample of 480 participants was randomly selected. The study utilized validated research instruments, including the Organizational Culture, the Organizational Trust, the Authentic Leadership, and the Knowledge Sharing Questionnaires. The collected data were analyzed using statistical softwares, including SPSS and AMOS 23, to examine direct and indirect relationships between variables.
 
Results
The study's findings confirm that authentic leadership has a significant direct impact on organizational culture, organizational trust, and knowledge sharing. Furthermore, organizational culture and trust directly influence knowledge-sharing behaviors. The research also highlights an indirect effect of authentic leadership on knowledge sharing, mediated by organizational culture and trust. The statistical analyses revealed that organizations with a strong and supportive culture tend to exhibit higher levels of knowledge-sharing behaviors among employees. Additionally, organizations with high levels of trust among employees and management encourage more frequent and open exchanges of knowledge. The study demonstrates that authentic leadership plays a vital role in shaping a positive organizational culture and fostering trust, both of which contribute to enhanced knowledge-sharing practices. The results indicated that: 1- Authentic leadership significantly impacts organizational culture, Authentic leadership positively influences organizational trust, 2- Organizational culture has a direct and positive effect on knowledge sharing, 3- Authentic leadership directly affects employees' willingness to share knowledge,
4- Organizational trust positively influences knowledge-sharing behaviors, 5-The relationship between authentic leadership and knowledge sharing is partially mediated by organizational culture, 6-The relationship between authentic leadership and knowledge sharing is partially mediated by organizational trust.
 
Discussion
The results of this study emphasize the critical role of authentic leadership in promoting knowledge-sharing behaviors in organizations. Authentic leaders foster an environment where employees feel valued, motivated, and secure in sharing knowledge. By exhibiting ethical behavior, transparency, and emotional intelligence, authentic leaders encourage collaboration and knowledge exchange within organizations. Additionally, the findings underscore the importance of organizational culture and trust in shaping knowledge-sharing behaviors. A culture that prioritizes learning, innovation, and teamwork creates a more conducive environment for knowledge exchange. Likewise, trust among employees and between employees and management serves as a crucial enabler of knowledge sharing. In organizations where employees trust their leaders and colleagues, they are more willing to share knowledge without fear of exploitation or negative repercussions. The mediating role of organizational culture and trust suggests that merely implementing leadership strategies may not be sufficient to enhance knowledge-sharing behaviors. Instead, organizations must adopt a holistic approach that integrates leadership development, cultural transformation, and trust-building initiatives. Organizations that cultivate an open and supportive culture while promoting authentic leadership and trust-based relationships are more likely to experience higher levels of knowledge sharing, ultimately leading to improved performance and innovation. For organizations, particularly knowledge-based institutions such as public libraries, investing in leadership development programs that emphasize authenticity, ethical decision-making, and trust-building can yield significant benefits. Additionally, fostering a culture that encourages open communication, collaborative learning, and knowledge exchange can enhance overall organizational efficiency and service quality.