Transformation Management Journal

Abstract This study aimed to design and validate an effective Human Resource Management (HRM) model within the healthcare system, emphasizing the role of social capital. The current research was conducted using an exploratory mixed-methods (qualitative-quantitative) approach at Babol University of Medical Sciences. In the qualitative phase, data were analyzed from interviews with 10 HRM experts, leading to the identification of five core components of HRM effectiveness: 1) Human resource organization and alignment, 2) Meritocracy in managerial appointments, 3) Empowerment of managers and staff, 4) Human resource retention, and 5) Utilization of Information and Communication Technology (ICT). Subsequently, in the quantitative phase, the Delphi method was executed over three rounds for index validation. A sample of 183 managers and staff from the university was selected via simple random sampling. Data were analyzed using self-developed questionnaires and the software packages SPSS and AMOS through Structural Equation Modeling (SEM). The results demonstrated that the proposed model exhibited an optimal fit. More significantly, social capital (encompassing communication networks, organizational trust, and goal convergence) acted as an effective organizational substrate, playing a significant role in explaining and reinforcing the dimensions of HRM effectiveness; this capital led to enhanced employee participation, facilitated decision-making, and improved productivity. These findings underscore that simultaneous attention to managerial mechanisms and the strengthening of social capital can form the foundation for designing HRM policies based on meritocracy, empowerment, and organizational interaction within medical universities.

Abstract In government organizations, a human phenomenon known as meeting madness in managers is causing significant damage to the organizational structure. Meeting madness is defined as managers' excessive tendency to hold numerous, lengthy, and ineffective meetings. Given that these meetings lead to a chain of negative consequences for the organization and human performance, this study aims to identify and analyze the causes and consequences of meeting madness in managers using the Fuzzy Cognitive Mapping (FCM) method. This study is applied in terms of its goal, and exploratory in terms of data collection. It is a mixed-methods research, employing both qualitative and quantitative approaches, based on an inductive-deductive philosophical framework. The statistical population of the expert research consists of university professors and managers of government organizations in Lorestan province, 20 of whom were selected using purposive sampling and based on the principle of theoretical adequacy. The data collection tool in the qualitative part was a semi-structured interview, whose validity and reliability were confirmed using content validity and theoretical validity and the intra-coder and inter-coder reliability methods. Also, the data collection tool in the quantitative section is a questionnaire, the validity and reliability of which was confirmed using content validity and test-retest reliability. Since the present study is a mixed research with an exploratory approach, a qualitative study must be conducted first and then a quantitative study must be conducted. Therefore, qualitative data was analyzed using the opinions of 20 experts until information saturation and theoretical adequacy was achieved. Qualitative data was analyzed with Maxqda 2020 software and content analysis method, and quantitative data was analyzed with fuzzy cognitive map method. Thus, by analyzing the centrality indices, the most important dimensions constituting the concept were identified, and then through causal relationships, the set of relationships between variables was examined. The findings of this research indicate that the use of performative management by managers, managers' entanglement with defensive avoidance in decision-making, and the prevalence of FOMO (Fear Of Missing Out) among managers are the most significant causes of meeting madness in managers. Furthermore, the emergence of "brain fog" in employees, the introduction of procrastination within the organization, wasted time, and the loss of productive work hours were identified as the most prominent consequences of meeting madness in managers.

Abstract The contemporary volatile environment in which organizations operate inherently presents continuous challenges and threats to organizational enhancement. In such contexts, the factors that motivate employees to remain engaged and productive, even amidst crises, become critically important for ensuring organizational success and efficiency. Fostering greater workplace camaraderie can significantly enhance employees’ psychological capital, thereby ensuring their sustained commitment to the organization’s mission and objectives despite unfavorable circumstances. Consequently, the present study was undertaken to identify and analyze the antecedents and consequences of the Workplace Friendship phenomenon within governmental organizations in Lorestan Province. Methodologically, the research is applied in its objective and exploratory in its data gathering. It employs a mixed-methods design, integrating both qualitative and quantitative approaches, anchored in a deductive-inductive philosophical framework. The statistical population comprised experts in management and human resources, sampled purposefully based on the criterion of theoretical saturation. In the qualitative phase, data were collected via semi-structured interviews, with validity and reliability established through content validity, theoretical validity, and both inter-coder and intra-coder reliability assessments. In the quantitative phase, a questionnaire served as the data collection instrument, validated through content validity and test-retest reliability. Qualitative data were analyzed using content analysis, while quantitative data were analyzed via Fuzzy Cognitive Mapping (FCM). The findings reveal that trust and transparency, organizational belongingness, and organizational justice constitute the most salient antecedents of Workplace Friendship. Furthermore, the components identified as the most significant consequences include enhanced organizational resilience, knowledge and experience transfer, and improved individual performance within the governmental organizations of Lorestan Province.

Abstract Having competent, capable, creative, and value-creating managers will be the key weapon of organizations in future competition. The future belongs to organizations that can foster such capacities in their managers. The aim of this study is to design future scenarios of NGO managers’ competencies. The research employed a mixed-method approach (qualitative and quantitative). Meta-synthesis, fuzzy Delphi, cross-impact analysis, and scenario planning methods were used to analyze the data. In the first step, 83 concepts in 12 categories of managerial competencies were identified using meta-synthesis. These competencies were validated in two rounds of fuzzy Delphi with 25 experts selected through snowball sampling. Then, the results of cross-impact analysis were processed by MICMAC software to identify the key drivers. Seven key competencies were extracted, including technological competencies, personal and social competencies, communication and analytical competencies, managerial competencies, value and ethical competencies, legal competencies, and transparency and forecasting competencies. Finally, using the Scenario Wizard software, four consistent scenarios were developed for the future of NGO managers’ competencies.

Abstract .
Purpose: This study aims to clarify the factors that influence managers’ cultural intelligence and the outcomes it generates at different levels within multicultural settings.
Methods: The systematic review was conducted through an extensive search across reputable databases including Scopus, ScienceDirect, Google Scholar, Springer, and ProQuest—covering the fields of management, organizational behavior, human resources, and psychology. The screening process took place in three stages, and from an initial pool of 8,463 articles, a total of 74 studies were ultimately selected for analysis. The coherent design of the identification and selection stages, the careful control of potential biases, and adherence to transparency and reproducibility principles reflect a systematic and scholarly approach that provides a reliable basis for developing theoretical frameworks and identifying research gaps in the area of managers’ cultural intelligence. The search terms included “cultural intelligence,” “manager/leader cultural intelligence,” “multicultural organizations,” “organizational cultural intelligence,” and related concepts.
Discussion: A review of the 74 studies related to cultural intelligence shows that it is a multidimensional construct shaped through the interaction of knowledge, motivation, practical experience, and organizational support. Individual characteristics—such as flexibility and cognitive reflection—play a central role in enabling effective intercultural behavior, while a learning-oriented organizational environment helps institutionalize this capability and improve both individual and organizational performance.
Conclusion: Cultural intelligence results from the synergy among individual, experiential, and organizational factors and plays a pivotal role in enhancing innovation, adaptability, and effectiveness within multicultural organizations.

Abstract The present study aimed to develop a fuzzy cognitive map (FCM) of the factors affecting neurotic personality and its outcomes among managers in public organizations. This applied, mixed-methods research employed a survey-based descriptive design. The population included human resource managers, university faculty members, and employees from public organizations in Lorestan Province, with 25 participants selected purposefully based on theoretical saturation. Semi-structured interviews were used for qualitative data collection, validated through content validity and Cohen’s Kappa, while a questionnaire was used in the quantitative phase, validated through content validity and test-retest reliability. Qualitative data were analyzed using MAXQDA and coding techniques to identify factors and outcomes of neurotic personality, and causal relationships were modeled using FCM. Results indicated that maladaptive coping styles are the most influential factor, and poor emotional regulation is the most significant outcome. Practically, these findings can inform human resource interventions, including early identification of managers with maladaptive patterns, emotional regulation training, and improved selection and performance evaluation processes in public organizations.

Abstract The main purpose of this research was to explore and deeply understand the lived experience of Bank Melli managers regarding the phenomenon of career path displacement among Generation X, Y, and Z employees, and to present a conceptual model to explain this phenomenon within the studied organizational context. This study was conducted with a qualitative approach, within the interpretive paradigm, using a descriptive phenomenology strategy. Participants included managers of Bank Melli in Tehran, from whom 15 individuals were selected through purposive sampling based on criteria such as having at least five years of managerial experience and experience interacting with all three generations. Data were collected through semi-structured interviews and analyzed using the Colaizzi (1978) method. The trustworthiness of the data was ensured using the criteria of Guba and Lincoln (1985). The findings showed that from the managers' perspective, the meaning of career displacement for Generation X is primarily an "unavoidable deviation from stability and security," for Generation Y it is an "active search for fit, growth, and meaning," and for Generation Z it is a "default tool for exploration, optimization, and rapid adaptation." The pattern of career path navigation has also evolved from a "linear, stable, and intra-organizational" model to a "dynamic, experience-driven" model, and ultimately to a "fluid and tech-driven" model. These differences have created challenges in retention, intergenerational conflict, and structural problems, for which managers have proposed solutions at the attitudinal, managerial, human resources, and organizational levels. The lived experience of managers in this context emphasizes the need for a systemic revision of career management.

Abstract In public organizations, one of the negative management styles that gradually erodes the spirit and psychology of the organization and its employees, like an invisible poison, is the mushroom management style. Accordingly, the present study was conducted with the aim of fuzzy cognitive mapping of the causes and consequences of mushroom management in public organizations. In terms of objective, the present research is applied, and in terms of data collection, it falls within the scope of exploratory research. Furthermore, this research is of a mixed-methods type (qualitative and quantitative) and is based on an inductive-deductive philosophy. The statistical population of the present study consists of experts who were selected using the purposive sampling method based on the principle of theoretical saturation. The data collection tool in the qualitative section is an interview, and in the quantitative section, it is a questionnaire. The validity and reliability of the qualitative data collection tool were confirmed using content validity, theoretical validity, and the methods of intra-coder and inter-coder reliability. Moreover, the validity and reliability of the quantitative data collection tool were assessed and confirmed using content validity and test-retest reliability. Qualitative data were analyzed using the content analysis method, and quantitative data were analyzed using the fuzzy cognitive map method. The results of this study showed that the causes of mushroom management, in order of priority, include: managers’ tendency towards whitewashing, managers’ tendency to maintain power and retain personal competitive advantage, managers being afflicted by the Dunning-Kruger effect, and managers’ tendency to hoard knowledge. Furthermore, the consequences, in order of priority, include: the emergence of emotional resignation among employees, the appearance of vandalistic behaviors among employees, the occurrence of organizational stroke, and the injection of drip-fed and selective information to employees in public organizations.

Abstract This study aimed to explore the lived experiences of public school teachers in Tehran Province regarding destructive educational leadership. In terms of its nature, the research is applied, and methodologically, it adopts a qualitative approach grounded in phenomenology. The participants consisted of public school teachers in Tehran Province who had directly experienced working under destructive leaders. Data were collected through semi-structured interviews with 14 individuals, at which point theoretical data saturation was achieved via purposeful sampling.
The findings revealed that several factors, including insufficient managerial experience, dysfunctional organizational structures, and undesirable personality traits of principals, provide the groundwork for the emergence of destructive leadership in schools. In response to such behaviors, teachers adopted various coping strategies, including resistance, compliance, withdrawal, and reporting. The results indicate that destructive leadership is the product of a complex interaction between leader behaviors and follower perceptions; furthermore, teachers' coping responses play a pivotal role in determining the persistence and intensity of this leadership style's impact. This research emphasizes the significance of understanding these dynamics to design targeted interventions in the recruitment, training, and evaluation processes of educational leaders, aimed at mitigating the adverse consequences of destructive leadership in educational environments.

Abstract Abstract
The aim of this study is to identify, prioritize, and analyze the causal relationships among the key factors of the change management process and to provide an analytical framework for its more effective implementation in organizations. Despite the numerous models proposed in the field of change management, a comprehensive and integrated framework that systematically identifies, prioritizes, and analyzes the relationships among the key factors of the change process has not yet been fully developed. This study is applied and developmental in nature and was conducted using a mixed methods approach. In the qualitative phase, through a systematic review of 39 change management models with strong theoretical foundations and well defined structures, 21 key factors were identified across the four main stages of the change process. In the quantitative phase, the Fuzzy RANCOM method was used to determine the importance of the factors, and the Fuzzy DEMATEL method was employed to analyze the causal relationships among them. Data were collected based on the judgments of 10 experts in the field of change management who were selected through purposive sampling. The results indicate that managing resistance to change is the most important factor, exhibiting the highest total influence and influenced degree. The change leadership team was identified as the most influential factor, while the development of a clear vision and measurable objectives ranked third. Accordingly, organizations can increase the likelihood of success in their change initiatives by focusing on priority factors, particularly these three elements. The novelty of this study lies in moving beyond single model approaches and integrating a systematic review of change management models with fuzzy multi criteria decision making methods to identify, prioritize, and analyze the relationships among the key factors of the change management process.

Abstract منابع انسانی بزرگ‌ترین سرمایه و عامل تمایز رقابتی بانک سپه هستند و توسعه انگیزش و توانمندی‌های آن‌ها کلید افزایش کارآمدی و عملکرد سازمانی محسوب می‌شود. این پژوهش با هدف تدوین الگوی اشتیاق شغلی و بررسی پیامدهای آن بر خودکارآمدی اجتماعی نیروی انسانی بانک سپه انجام شد. روش تحقیق ترکیبی داده‌بنیاد بود و تحلیل داده‌ها با استفاده از معادلات ساختاری (PLS-SEM) همراه با تحلیل کیفی انجام گرفت. یافته‌ها نشان داد که ابعاد اشتیاق شغلی شامل آموزش شغلی، غنی‌سازی شغلی، تفویض اختیار، انگیزه‌های فردی و انگیزه‌های مادی، به شکل معناداری بر خودکارآمدی اجتماعی کارکنان تأثیرگذار هستند. در مقابل، خودکارآمدی اجتماعی تحت تأثیر عوامل انسانی، مدیریتی، ساختاری و استراتژیک قرار دارد و تنها یک ویژگی فردی نیست، بلکه محصول تعامل کارکنان با محیط سازمانی و سیاست‌های مدیریتی است. آموزش شغلی بیشترین تأثیر را بر خودکارآمدی اجتماعی داشت و پس از آن غنی‌سازی شغلی و تفویض اختیار قرار گرفتند، در حالی که انگیزه‌های فردی و مادی نقش محدودتری ایفا کردند. مقایسه با مطالعات پیشین نشان داد که این نتایج با پژوهش‌های داخلی و بین‌المللی همسو است و اهمیت محیط‌های توانمندکننده و حمایتی برای توسعه منابع انسانی را تأیید می‌کند. بر اساس نتایج، پیشنهاد می‌شود بانک سپه نظام‌های آموزشی توانمندساز، تفویض اختیار هدفمند و ساختارهای مدیریتی مشارکتی را تقویت کند تا اشتیاق شغلی و خودکارآمدی اجتماعی کارکنان ارتقا یابد. این پژوهش با ارائه یک الگوی بومی‌شده، راهنمای عملی برای بهبود عملکرد سازمانی و توسعه سرمایه انسانی در نظام بانکی ایران فراهم می‌کند.

Abstract The phenomenon of retirement is one of the most significant processes of individual role transition. If, during the stage of reflecting on one’s working life, an individual concludes that they have not experienced a successful career, they may consequently feel dissatisfaction with retirement. Therefore, the present study was conducted with the aim of understanding the nature of the lived experience of dissatisfaction with the retirement process. This research was carried out using a qualitative approach and employed a descriptive phenomenological method. The study population consisted of 213 retirees from the Fars Regional Electricity Company over the past ten years. From this group, 24 participants were selected through non-probability purposive (judgmental) sampling. Data were collected using in-depth semi-structured interviews and were categorized through qualitative thematic analysis. The findings indicated that the lived experience of dissatisfaction with retirement emerges as a set of interwoven themes, including dissatisfaction with the political environment, emotional dissatisfaction, identity-related dissatisfaction, dissatisfaction with executive processes, frustration with compensation, and dissatisfaction due to the underutilization of competencies. Additionally, the associated experiential meaning clusters included: political and factional relations, managers’ misperception of job positions, lack of attention to individual performance, acceptance of backstabbing and political deviation, political exclusion, type of employment relationship, changes in retirement laws, differentiated employment regulations, involuntary retirement, lack of professional empowerment, an instrumental view of human beings, عدم adherence to retirement formalities, lack of information and awareness about processes and regulations, dispersion in physical structure, security considerations, significant disparities in benefits compared to other companies, noticeable differences in benefits compared to the period of employment, unfavorable economic conditions, perceived discrimination, lack of succession planning, inability to transfer experiential knowledge, and instability in job positions. Each of these clusters was experienced by retirees across five contexts: political, legal, administrative, cognitive-perceptual, and economic.

Abstract . The present study was conducted with the aim of developing a job shadowing model: an appropriate approach to improving the professional path of human resources. The nature of the present study is a qualitative approach and in an inductive paradigm that is descriptive-analytical and fundamental in terms of purpose. The statistical population of the study consists of 17 experts (professors and managers of organizations) who were selected based on the principle of theoretical adequacy and purposive sampling method. It should be noted that the content analysis approach was used to collect data. Therefore, after studying the texts, questions were provided to the experts in the form of semi-structured interviews and their views and opinions regarding the phenomenon of job shadowing were examined. Then, the resulting data were analyzed with the help of (MAXQDA) software. Also. The findings indicate that clarifying goals and objectives, flexible structure, high motivation of both parties, creating a supportive atmosphere, observer ambition, time commitment, and high quality of interaction are effective causes of the occurrence of the job shadowing phenomenon. On the other hand, lack of structured planning, weak role of the observer, employee misconceptions, time constraints, mismatched expectations, lack of feedback, and lack of preparation constitute the challenges of job shadowing. Also, rapid adaptation, individual self-development, improvement of cognitive skills, reduction of ambiguity, increased awareness, trust-building, informed career decisions, facilitating the promotion of professional competencies, and increased satisfaction are among the individual outcomes of job shadowing. Finally, networking, identifying and nurturing potential talents, knowledge management capabilities, cultivating a learning culture, increasing participation and cooperation, improving competitiveness, determining training needs, increasing productivity, and improving performance evaluation constitute the organizational outcomes of job shadowing.

Abstract Introduction
The existence of issues in healthcare organizations and medical science hospitals that need to change and adapt to create coordinated and flexible organizational mechanisms and respond to transformative changes and human resource excellence and must strive to achieve organizational excellence indicators such as clinical excellence, creating unique value, managing unpredictable situations, and paying attention to a patient-centered approach to strengthen competitive advantage (Tj et al., 2025) has created the need to identify human resource excellence and analyze obstacles and drivers with a more comprehensive interpretation and explanation. Despite the above issues and challenges, organizational behavior and human resources studies are growing and developing with an increasing number of topics, methods, and researchers in this field, and require a more original and appropriate methodology (Oldham, 2025), especially since the use of the Q-hybrid approach has rarely been observed in the field of medical sciences and other fields. Therefore, considering the unique advantages of this method, and considering three important reasons, first, optimizing and responding better to the complexity and issues of human resource excellence in medical sciences, and the importance of measuring and operationalizing mental models with this method; second, the advantage of more comprehensive interpretation and explanation through this method, which can help develop theory in the field of human resource excellence; And third, given the limitations of qualitative or quantitative designs, what distinguishes the present study from similar works is the answer to these questions: first, based on a mixed approach in using Q methodology, in the research discourse space, what propositions about human resource excellence strategies can be formulated in the Q set? Second, what mental models and distinct valuations are revealed about human resource excellence? Third, what is the dominant valuation for human resource excellence from the perspective of each mental model? And fourth, based on the types of valuations, what are the pivotal indicators and strategic roles for human resource excellence?

Theoretical Framework
Achieving human resource excellence in the digital age requires a holistic view of legal, economic, social, and organizational structures. In addition, defining accurate evaluation indicators, identifying effective components, and continuous interaction between internal and external stakeholders are also essential (Ghlichlee, 2024; Tuli, 2023). Also, funding small teams of researchers can be an effective and practical way to promote communication and integration so that they can be effective in defining the future research agenda by creating international and interdisciplinary research teams with the aim of identifying and studying promising and advanced topics. one of the existential pillars of ensuring job security is the existence of safety and health in the workplace. Weak employee relations and socialization reduce empathy and intra-organizational cohesion and negatively affect organizational performance (Amany & Sharify, 2025). Studies show that voluntary job rotation, reduced working hours, reward strategies through compensation, legitimacy and formality, training and flexibility at the group level (Simon & Ferreiro, 2018), and employee behavior such as performance and organizational citizenship behavior (Alshareef et al., 2020; Nicolaescu et al., 2020) and career advancement, organizational commitment and loyalty, job satisfaction, satisfaction with pay, social support, and employee well-being are influential and fundamental issues in the field of HR excellence strategies (Hermawati & Mas, 2017; Kang et al., 2019; Alshareef et al., 2020).

Methodology
The Q method in policy research and its capabilities to guide, formulate, and advance policy are significant and unique; an area where its use is still being modeled and replicated (Molenveld, 2020). The first step in implementing the method is to collect the discourse space. In the second step, by examining and identifying the discourse space propositions about human resource excellence strategies, 87 related phrases or propositions were extracted, and after final confirmation of validity and reliability, including propositions 1 to 30, they were transferred to cards of appropriate size, and then provided to the participants to perform their ranking stage in the Q diagram. Step Three, Sample of Participants: The statistical population is the managers of medical science units in the city of Mashhad, who were selected through purposive and snowball sampling. After the fourth step, validity and reliability, and the fifth step, the valuation of Q sample statements, the sixth step, or factor analysis, was performed, and based on the software output, the factor loading values were compared with each other, and the important factors or beliefs that are more important were identified in factors 1 to 7. The seventh step, creating and expressing the final interpretation: Through factor analysis, the identification of criteria for important factors, such as z-scores, or factor score values, and factor arrays were identified and interpreted for each factor. In other words, the number of mental patterns and similarities and differences in views were revealed, and the interpretation was performed.
Discussion and Results
First, the descriptive statistics tables showed that the participants rated (30) Q cards and participated in completing the chart. For each mental model, the standard deviation was measured in order to obtain an approximate estimate of the items with the highest diversity of views among the participants. The eigenvalue of each mental model (first to seventh) in the column and the dispersion of the mental model or the share of variance explained for each one, as well as the cumulative amount of their eigenvariance, is about 74 percent, which indicates their internal beliefs and self-reference mentality. The total variance is 74 percent, with the first and second factors showing the highest number of changes or variance. To analyze the factor loadings obtained from the Q charts, the analysis was performed based on the rotated factors, so the status of the factors or mental models based on the number of participants and the way the Q chart was rated is the output of the software, which is called the factor loading matrix with orthogonal rotation method. The status of the agents is given in the coordinate set of Figure 1.
Based on the factor analysis matrix table, seven columns (factors 1 to 7) revealed that the most important valuation belongs to the first and second factors, because the presence of a greater number of participants in these two factors compared to other factors and the factor loading of the relevant column, which is more than 70 percent, indicates the relative importance of the statements.
Based on the standard scores, the highest score belongs to the pivotal index in that factor. Also, based on the lowest rank of the arrays and the lowest weight of the standard score for some statements by the participants, the roles required for human resource excellence have been identified.
Conclusion
The findings and results of the present study, in order of importance, are: 1. Discovering and analyzing seven mental models about human resource excellence, focusing on the discursive context of the research and using a Q-mixed approach, 2. Identifying groupings and interpreting the differences and similarities of participants' views on human resource excellence strategies, 3. Presenting fourteen indicators for human resource excellence strategies, and explaining seven pivotal indicators among them. 4. Explaining seven roles for organizational managers and human resource managers for the successful implementation of human resource excellence strategies based on the participants' opinions, and presenting four more important or strategic roles, 5. Identifying the dominant mental model, which, based on the way the cards are sorted by focusing on their "importance", the first and second mental models (factors 1 and 2) are known to be the most important models, and in contrast, from sorting the cards by focusing on "similarity", the total number of distinct mental models has been revealed.
In general, the most important achievement of the research is analyzed and presented in three sections: "Identification of factors or mental patterns", "Indicators", and "Roles". Among the key indicators are:
1) The level of managers' ability to increase employees' commitment and belonging to their jobs and workplaces (first indicator)
2) The level of comprehensive human resource health and promotion of psychological health (second indicator)
3) The level of implementation of resource attraction strategies based on operational goals and macro policies (third indicator)
4) The level of attention to efforts, innovation, and preservation of human capital (fourth indicator)
5) The level of job support aimed at increasing the sense of responsibility in the job (fifth indicator).
One of the strengths of these indicators is the connection and combination of the opinions of participants who had academic or expert perspectives and tried to pay attention to the content in selecting statements that would help in the form of planning that is appropriate to the organization's goals for human resource excellence and aligned actions in the field of practice.
Based on the evaluation method and its final interviews, the necessity of playing certain roles for managers in promoting human resource excellence has been explained, the most important of which are "the role of mentoring by applying the latest theories in the field of human resource excellence", and "playing a role in the effectiveness of corporate social responsibility and conscious efforts to combat various cognitive biases in the implementation of human resource excellence programs".

Abstract Purpose: Silent change is a process in which employees gradually change their attitudes, values, motivation, and work behavior without the organization having formally decided to change. Given the hidden nature of this phenomenon, failure to recognize and manage it in a timely manner can lead to a decline in performance, reduced productivity, and the emergence of organizational crises, especially in government organizations. However, the formation and interaction of factors affecting this phenomenon have not been studied in a coherent manner in the form of a structural model. Therefore, the main goal of the present study is to identify the root factors that underlie silent change and understand how these factors relate to and influence each other in government organizations in Lorestan province. To achieve this goal, the fuzzy interpretive structural modeling method has been used to design a model of this phenomenon.
Methodology: The present study is applied in terms of purpose and has been conducted with a mixed approach (qualitative-quantitative). In the qualitative part of the research, the factors and drivers of silent change were identified through a systematic review of the literature and interviews with experts, and in the quantitative part of the research, the internal relationships and leveling of these factors were analyzed using the Fuzzy Total Interpretive Structural Modeling (TISM) method. The statistical population of the present study was experts, consisting of senior managers of government organizations along with university professors in the field of human resource management and organizational behavior, of whom 25 were selected as sample members using a purposive sampling method and based on the theoretical saturation principle. The data collection tool in the qualitative part was an interview and in the quantitative part was a questionnaire. In this study, content analysis and coding with the software MaxQDA were used to analyze the data in the qualitative part. The fuzzy interpretive structural modeling method was used to analyze the data in the quantitative part. In this study, to examine the validity and reliability of the data collection tool in the qualitative part, the content method and theoretical validity and intra-coder and inter-coder reliability were used. Also, to examine the validity and reliability of the data collection tool in the quantitative part, content validity and test-retest reliability were used.
Findings: The findings of this research include factors affecting the formation of the silent change phenomenon and presenting its model in government organizations in Lorestan province.
Results: The results of this study include presenting a model of the phenomenon of silent employee change in four axes: formation contexts, intervening and correlated factors in the formation, dimensions and consequences of the phenomenon of silent change. The formation contexts of the phenomenon of silent change include; the occurrence of invisible inequalities and discriminatory behaviors, lack of access to growth and development opportunities in the organization, ignoring human values and dignity, and lack of organizational commitment. Also, intervening and correlated factors in the formation of the phenomenon of silent change include; the manager having a narcissistic personality type, the occurrence of the phenomenon of the humanistic effect, and eliminationism instead of interactionism in the organization. In addition, the dimensions of the formation of this phenomenon include; a decrease in job engagement and a decrease in extra-role effort, organizational alienation and psychosocial withdrawal, and defensive silence. The consequences of this phenomenon include; a decrease in the efficiency and productivity of the organization, the emergence of destructive behaviors in the organization, poverty in producing original and innovative ideas, and a decrease in the performance of organizational citizenship.

Abstract Knowledge creation and sharing require a sincere atmosphere, open and close interactions, trust in colleagues’ goodwill, and a motivating environment. This research was conducted with the aim of “meta-analyzing studies on transformational leadership and knowledge management in organizations.” The method of this research was a quantitative meta-analysis with a correlational approach, and the statistical population included relevant research documents on the relationship between transformational leadership and knowledge management in Iran. The sample consisted of 26 research documents selected through purposive and judgmental sampling. Data analysis was performed using CMA software based on the correlation method. The results showed that the mean random effect size of the relationship between transformational leadership and knowledge management across the 26 studies was 0.513, explaining 25% of the variance in knowledge management. The moderation analysis results indicated that the strength of the relationship between transformational leadership and knowledge management increases over time; this relationship is stronger in military and service organizations compared to other organizations, higher among teachers than other occupational groups, and its intensity is greater in peripheral regions than in central regions of the country. Transformational leaders primarily focus on real problems and issues within organizations, provide new criteria for action, create a different perception of work, and guide the actions and behaviors of their followers toward achieving organizational goals.

Abstract The present research was conducted with the goal of designing a transformative and collaborative framework tailored to the localized needs of Isfahan University of Medical Sciences (IUMS). This study employed a qualitative-exploratory approach and utilized the thematic analysis method. Data were collected through purposive snowball sampling via interviews with eight academic and executive experts at IUMS and subsequently analyzed using ATLAS.ti 8 software. To ensure the reliability of the research, inter-coder agreement was assessed, yielding a Cohen’s Kappa coefficient of 0.71 on random samples, which confirms a substantial level of reliability and analytical agreement.Data analysis led to the extraction of a six-dimensional framework encompassing engagement with key ecosystem actors, namely: affiliated centers, the Ministry, non-affiliated entities (insurance providers), capable private companies, telecommunication firms, and intra-sectoral collaborations. By clarifying stakeholder roles, identifying key challenges, defining tangible performance indicators and introducing a three tiered structure, these dimensions can act as an enabler for digital transformation across the University of Medical Sciences. The aforementioned dimensions are designed to address critical gaps such as weak collaborative governance, lack of system integration, inadequate communication and security infrastructure, the absence of a common language among stakeholders, and the limited participation of the private sector and affiliated centers. The findings indicate that the proposed framework, by adopting a socio-technical approach, can act as a collaborative data governance model for achieving digital transformation. By identifying stakeholder collaborative processes, this model seeks to transition from siloed structures toward a process of shared value creation and the continuity of safe care across the nation’s universities of medical sciences.

Abstract Dark networking encompasses a set of hidden, informal, and purposeful relationships that individuals within an organization create to gain power, control resources, eliminate competitors, or advance personal interests. The present study aims to explain the nature of dark networking based on Lakatos's model. This qualitative research employed a two-stage approach. In the first stage, semi-structured interviews were conducted, and the data were analyzed using thematic analysis. In the second stage, Content Validity Ratio (CVR) and Content Validity Index (CVI) were used to validate the identified indicators. Using purposive sampling, 18 managers from governmental organizations in Qom Province were selected to identify and validate the indicators. Based on the findings, 17 basic themes, 7 organizing themes, and 3 global themes were identified. The CVR and CVI confirmed the validity of all 17 indicators. The hard core of dark networking consists of shadow communications, opportunistic relationships, and hidden support networks. The protective belt includes managerial imprudence, disregard for hierarchy, toxic organizational climate, neglect in career path management, and the perception of injustice. Positive strategies comprise organizational exchanges, the formation of new coalitions, and creating ambiguity in processes; negative strategies involve systematic denial, legitimization, and the invisible suppression of opponents. The study successfully conceptualizes dark networking within the framework of Lakatos's model, identifying its core components, protective mechanisms, and strategic manifestations within the studied public organizations.

Abstract This study presents a systematic review of 30 prior empirical investigations on the effects of mindfulness interventions on managers. The purpose of this review is to synthesize the existing body of knowledge and identify avenues for future research. Accordingly, it seeks—through an analytical and systematic approach—to provide a comprehensive overview of the current literature and offer a clear and practical understanding of the role of mindfulness in enhancing managerial effectiveness and improving organizational performance. In this study, mindfulness is defined as a specialized managerial intervention to ensure conceptual clarity and highlight its importance in leadership development and managers’ personal growth.

The findings indicate that mindfulness practices exert multidimensional and positive effects on both individual and organizational outcomes. Specifically, these interventions enhance resilience, reduce burnout, improve team relations and collaboration, decrease stress, anxiety, and depression, and increase job satisfaction. Moreover, mindfulness interventions strengthen transformational and authentic leadership behaviors, enhance empathy and prosocial attitudes, foster acceptance of differences and perspective-taking, improve cognitive flexibility and emotional self-regulation, and cultivate self-compassion and compassion toward others. Overall, these interventions contribute to improved managerial performance and effectiveness, demonstrating their potential value in leadership development and in promoting individual and organizational well-being.

Abstract Job creep—defined as the gradual and informal expansion of employees' tasks beyond the formal job description without proportionate compensation—has become a hidden challenge in public sector organizations. The present study aims to design a causal-processual model of how this phenomenon unfolds in Iranian public sector organizations, employing a qualitative approach and grounded theory methodology. Data were collected through in-depth semi-structured interviews with 25 employees and managers of the North Khorasan Province Administration and analyzed through the three stages of open, axial, and selective coding. The findings revealed that job creep, as the core phenomenon in this context, is a gradual and compulsory process shaped by the interplay of multi-level causal conditions, including "structural reproduction of manpower shortage", "silent reward system", "episodic administrative shocks", "the unwritten law of absolute obedience", "competence trap", and "economy of favor". These conditions are reinforced by the province's contextual features, such as "resource scarcity", "pact of silence", "error magnification", "local labor market as a lever of pressure", "long arm of the center", and "contentment as passive resistance". In response, stakeholders employ a spectrum of strategies ranging from "competence concealment" and "hidden resistance" to "coalition of no-sayers", "silent transparency", and "cautious negotiation", which are influenced by intervening conditions such as "observant management", "team social capital", and "role boundary keeper". The consequences of this process include "gradual extinction of commitment", "silent brain drain", "organizational breaking point", "symbolic capital erosion", and "administrative epidemic", which in a vicious cycle further intensify job creep. Accordingly, revising job descriptions, establishing a fair compensation system for extra-role duties, empowering employees in role boundary management, and reforming organizational culture are recommended.

Abstract The present study aims to present a fuzzy cognitive map of the factors and consequences of digital congruence management and rethinking in organizational decision-making in the era of artificial intelligence using the (FCM) method. This study is applied in terms of its purpose and descriptive and survey-type in terms of its data collection method, and it is also a mixed research in terms of its typology. The statistical population of the study includes university professors and managers of public and private organizations, 25 of whom were selected using purposive sampling and based on the principle of theoretical adequacy. In the qualitative part, the data collection tool is a semi-structured interview, the validity and reliability of which were confirmed using content validity and Cohen's Kappa test, respectively, and the data collection tool in the quantitative part is a questionnaire, which was confirmed using content validity and test-retest reliability. Also, the data obtained from the interview using MAXQDA software and coding method, the factors and consequences of digital consistency management and rethinking in organizational decision-making in the age of artificial intelligence were identified. In the quantitative part of the research, using the fuzzy cognitive map method, a causal relationship model was presented. The results of the research indicate that the most important factor is the smartization strategy with the highest degree of centrality (27.98), and the most important consequence is smart and higher quality decision-making with the degree of centrality (26.65).

Abstract This applied–developmental study aims to design and validate the Artificial Spirit model in transforming strategic management and future leadership. The research is grounded in the pragmatist paradigm and follows an inductive–deductive approach. To achieve the study’s objective, an exploratory mixed-method design (qualitative–quantitative) was employed. The qualitative sample consisted of university faculty members along with senior managers and experienced experts in the Vice-Presidency for Science, Technology and the Knowledge-Based Economy. Snowball sampling was used, and theoretical saturation was reached with 15 participants. The quantitative population included managers and experts active in policymaking, technology, and strategic analysis within the Vice-Presidency; based on effect size and statistical power, a sample size of 120 was estimated, and simple random sampling was applied. Data were collected through semi-structured interviews and a researcher-made questionnaire. Qualitative interviews were analyzed using thematic analysis with MAXQDA, and questionnaire data were processed using partial least squares (PLS) with SmartPLS.
The findings revealed that interpretive intelligence and contextual understanding, human–machine cognitive synergy, and intelligent quasi-awareness and ethicality influence the reconfiguration of decision-making processes, deep data orientation and intelligent analytics, and innovation in governance architecture and national strategy. These factors, in turn, foster ethical leadership in the age of deep intelligence and evolutionary leadership in human–technology interaction, ultimately shaping anticipatory and future-oriented leadership.

1. Introduction
The transformation of intelligent technologies in recent years has confronted analytical and macro-level decision-making structures with unprecedented challenges. National organizations—particularly those active in science and technology policymaking—are now faced with waves of complex data, advanced learning models, and emerging futures-oriented requirements (Mazaheri et al., 2024, p. 142). The accelerating pace of technological change has weakened the ability of traditional strategic management approaches at the national level to respond to increasing uncertainty and environmental dynamism. Under such conditions, strategic institutions require deeper and more intelligent analytical mechanisms (Azin et al., 2024, p. 98). The expansion of AI-driven decision-support systems has further intensified the need to redesign macro-level decision-making architectures. This transformation is not merely a technical shift; it reflects a broader pressure to reconfigure the foundations of strategic management (Mandrisel, 2026, p. 201). In parallel, the notion of advanced cognitive capacities in intelligent systems has emerged—capacities that move beyond data analysis and enable contextual understanding. There are also scattered references to deeper layers of intelligence that could provide a conceptual basis for articulating the idea of an Artificial Spirit (Skipper et al., 2024, p. 57).
This study addresses the fundamental question: What is the Artificial Spirit model for transforming strategic management and future leadership in the Vice-Presidency for Science, Technology and the Knowledge-Based Economy?

2. Literature Review
2.1. Artificial Spirit:
In recent literature, the concept of Artificial Spirit has been introduced as an advanced layer of intelligence that extends beyond data processing and encompasses the ability to interpret context, recognize complex patterns, and generate a form of cognitive synergy between humans and intelligent systems (Habibi et al., 2020). This concept is grounded in the development of deep learning models, algorithmic explainability, and advancements in semi-autonomous systems, referring to capacities that enable multidimensional analysis, preliminary ethical reasoning, and situational understanding (McGregor, 2025, p. 39)
2.2. Transformation of Strategic Management:
Strategic management refers to the set of decisions and actions that determine an organization’s long-term direction, align resources with core objectives, and enable responsiveness to environmental changes (Adam et al., 2023, p. 42). The transformation of strategic management is the result of fundamental shifts in technological, data-driven, and governance environments that have rendered traditional models of planning, analysis, and decision-making less effective. This transformation has accelerated with the expansion of artificial intelligence, the emergence of advanced forecasting models, and the rapid pace of technological change (Alheisat et al., 2025, p. 33).
2.3. Future Leadership:

Organizational leadership is the process through which an individual influences, inspires, and guides the behavior of others to shape organizational direction and foster the coordination and motivation necessary to achieve collective goals (Vivek & Chrupalski, 2024, p. 37).

3. Methodology
This study was conducted within the pragmatist paradigm and followed an inductive–deductive reasoning approach. In terms of purpose, it is an applied–developmental study aimed at designing and validating the model of Artificial Spirit in the Transformation of Strategic Management and Future Leadership within the Vice-Presidency for Science, Technology and the Knowledge-Based Economy. From the perspective of data collection, the research falls under non-experimental (descriptive) studies and was implemented using an exploratory mixed-method design to enable both the discovery of conceptual patterns and their quantitative validation.
The qualitative data were analyzed through thematic analysis using MAXQDA. In the quantitative phase, the measurement and structural models were evaluated using the partial least squares (PLS) method with the SmartPLS software.
4. Results
The research findings indicated that interpretive and context-aware intelligence, human–machine cognitive synergy, and intelligent quasi-awareness and ethicality influence the reinvention of decision-making processes, deep data orientation and intelligent analytics, and innovation in governance architecture and national strategy. These factors, through strengthening ethics-driven leadership in the age of deep intelligence and fostering evolutionary leadership within human–technology interaction, ultimately lead to the emergence of future-oriented and anticipatory leadership.
5. Discussion
The present study was conducted with the aim of designing and validating the Artificial Spirit model in the transformation of strategic management and future leadership within the Vice-Presidency for Science, Technology and the Knowledge-Based Economy. The findings revealed that the integration of deep intelligent capacities—namely interpretive and context-aware intelligence, human–machine cognitive synergy, and intelligent quasi-awareness and ethicality—can serve as the foundation for a profound transformation in strategic management at the national science and technology governance level. These three components, by enabling the interpretation of complex situations, multilayered analysis, and responsible decision-making, enhance the quality of decision-making processes and support their redesign into flexible, agile, and environmentally adaptive models.
The pivotal role of deep data orientation and intelligent analytics further advances this transformation by enabling real-time monitoring of technological trends, predictive analysis, and early detection of strategic shifts. Additionally, innovation in governance architecture and national strategy underscores the need for policymaking institutions to restructure decision-support systems, policy processes, and national coordination mechanisms in response to complex and semi-autonomous technologies.
6. Conclusion
The initial model findings indicate that the three pillars of interpretive and context-aware intelligence, human–machine cognitive synergy, and intelligent quasi-awareness and ethicality act as foundational drivers in transforming the logic of strategic management. Through pathways such as the reinvention of decision-making processes, deep data orientation and intelligent analytics, and innovation in governance architecture and national strategy, these drivers steer leadership structures toward ethics-centered leadership in the age of deep intelligence and evolutionary leadership in human–technology interaction, thereby creating the conditions for the emergence of anticipatory and future-oriented leadership.
Thus, the present findings are consistent with the global cutting-edge literature in their emphasis on deepening cognitive capacities, the emergence of quasi-aware states, and the necessity of ethicality in intelligent systems—while extending these ideas into the domain of strategic management and leadership.

Abstract  
1- INTRODUCTION
The current research aims to investigate the effect of strategic leadership on the ability to create sustainable competitive advantage. Moreover, it examines the mediating role of human capital and innovation ambidexterity. The target population of the research is enterprises operating in the growth center of Ferdowsi University of Mashhad.
 
2- THEORETICAL FRAMEWORK
Strategic leadership is the process of directing strategic plans and ensuring their satisfactory implementation, the objective of which is to succeed the organization in the long term. Leadership is considered one of the most important duties and roles of a manager. The importance of this task is high such that some scholars relate a manager's success to their ability to direct human resources. Human capital is a set of management skills such as creativity, problem-solving ability, and leadership embedded in the organization's employees. Human capital is a constitution of all potential and actual capabilities of employees that can be strengthened with proper investment. The ability of an organization to simultaneously discover innovative opportunities and implement innovation is a contradiction called innovation ambidexterity. Sustainable competitive advantage is defined as higher-than-normal returns associated with the performance and expectations of the capital market.
 
3- METHODOLOGY
The current research is a positivist study in terms of paradigm, inductive in terms of approach, practical in terms of purpose, descriptive-analytical in terms of method, and quantitative in terms of data and research design. The target population of this research is comprised of 110 enterprises at the growth center of Ferdowsi University of Mashhad, from which 86 were sampled with the simple random method. Thus, its level of analysis is organizational. Needed data was collected by distributing a written questionnaire, whose reliability was affirmed using Cronbach's alpha and composite reliability coefficient. To assess the questionnaire's validity, a confirmatory factor analysis was conducted and evaluated in terms of both convergence and divergence. The collected data was analyzed by conducting a structural equation modeling in SmartPLS software.
 
4- RESULTS & DISCUSSION
Research results confirmed all its hypotheses and indicated that strategic leadership has a direct positive significant effect on sustainable competitive advantage. Additionally, it affects sustainable competitive advantage indirectly through human capital and innovation ambidexterity.
 
5- CONCLUSIONS & SUGGESTIONS
Practical and research implications are presented as follows.

It is suggested that enterprises hold a workshop for their managers to teach important points of strategic leadership and the art of influencing others. It is suggested that managers redefine the organizational goals and vision based on the current conditions of the environment, redesign the organizational structure according to new goals and conditions, organize training programs for employees to develop their human capital, design programs to improve moral values in the organization; enhance the organizational culture by arranging individual and group counseling meetings for employees and managers.
It is suggested that managers establish a research and development center, establish a closer and more organized relationship with university professors in order to use new knowledge and transform it into new technologies, and establish an industry-university liaison office. Company managers are advised to give priority to hiring and employing creative and innovative employees. Also, for any innovation presented by the employees that leads to the creation of a creative product or service, allocate a percentage of the sales profit to encourage them.
Considering the dramatic difference between the enterprises in the growth center regarding age, market size, type of activity, growth stage, number of employees, and other factors, it is suggested to approach them differently and study these enterprises in separate and more specialized categories.
Since several factors may influence the relationship between strategic leadership and sustainable competitive advantage, according to a review of the research literature as well as field observations, it is suggested to consider mediators such as knowledge capital, organizational culture, brand reputation, strategic flexibility, business intelligence, etc.
The research reached a big difference between humanities and non-humanities growth center companies (including engineering, agriculture, basic sciences, veterinary medicine, and sports sciences). Accordingly, it is suggested to conduct separate research on them for a more detailed investigation.

Abstract 1- INTRODUCTION
Necessity of Organizational entrepreneurship is result from incompatibility and slow response of small and big scale organizations to increasing rapid, complex and uncertain changes of environment. Therefore, organizations must use external and internal resources effectively and timely in order to obtain better competitive advantages. Also learning and innovation for organizations seeking survival and effectiveness are necessary needs and many organizations are heavily seeking entrepreneurial ways and approaches in order to improve their effectiveness, efficiency, and flexibility. So this research aims at identifying and studying influencing factors on organizational entrepreneurship of electricity Distribution Company of Yazd province.
2- THEORETICAL FRAMEWORK
Literature review in the field of organizational entrepreneurship expresses that organizational entrepreneurship is a complex and multidimensional concept which has numerous dimensions and elements.  Schipers et al (2008) and Milz et al’s (2009) suggest that these elements are four dimensions including innovation, pro-activeness, self-renewal and risk taking. Innovation is the production and creation of new products, services, processes, technologies and models of business. Pro-activeness means the forecasting and acting to meet future needs through the search and use of opportunities that implies the development of products. Self-renewal in the organization needs to change and reform in organizational mission, reorganization and making big changes in organizational system. Risk taking includes the organizational readiness for employing resources in order to use opportunities and starting projects without knowing the results and return of investment.

Abstract  
1- INTRODUCTION
As the competitive environment has rapidly grown over the past two decades and seriously overshadowed the activities of private enterprises, unsuccessful changes, especially in terms of instability and unsustainability of the achievements, have become a fundamental challenge for such organizations as private banks. The research conducted in this field indicates that planning, directing, and sustaining the organizational change results is very difficult, and pervasive changes affecting the main elements of the organization do not meet the expected goals. Some researchers suggested that organizations have difficulty sustaining continuous improvement in the long term, especially after an initial period of two or three years. As in most cases, employees do not internalize the new changes and behaviors as their norms and mental beliefs and do not use them as a basis for their subsequent behaviors. The results and achievements of changes may become unstable and fade after a short time, and a return to prior behaviors may occur in some cases. Thus, the organization incurs significant financial and opportunity costs that weaken its competitive position. This is true for Iranian private banks as they do not depend financially on the government and are in a fiercely competitive environment. Therefore, the main questions are as follows: what are the strategies to achieve sustainable change, and what are their consequences in Iranian private banks?
 
2- THEORETICAL FRAMEWORK
Different theories exist for organizational change, which can be used to support and guide research to find the roots and consequences of sustainable organizational change. Research on organizational change can be categorized into three types: 1) content models emphasizing the content and essence of change, 2) contingency models considering the context and environmental conditions, and 3) process models focusing on the stages of change. A review of different change models indicates that they focus only on the content, process, or implementation of change while not addressing the period after the implementation, including institutionalization and stabilization of change. Therefore, this research was conducted to bridge the existing gap and provide change managers and agents in Iranian private banks with a vision to understand deeply the strategies for sustaining organizational changes and their consequences.
 
3- METHODOLOGY
The philosophical foundation of the present research performed in private banks was interpretivism with the qualitative approach, and the grounded theory strategy was used. In this research, the systematic approach of Strauss and Corbin was used. The samples were purposefully selected by conducting snowball sampling on managers and experts of the private banks of Iran who have experience working in at least one change program in the past ten years, provided that one year lasted since achieving the results. The organizational change experts and researchers who had significant experiences were interviewed with a semi-structured method. The sampling continued to reach data and theoretical saturation. The collected data were analyzed by open, axial, and selective coding processes using the MAXQDA 20 software. Lincoln and Guba's criteria (credibility, dependability, confirmability, and transferability) were used to validate the results.
 
4- RESULTS & DISCUSSION
The research findings demonstrated that sustainable change is characterized by two features: stackability of change, including internalization of the change and its adaptation and alignment with the organizational components, and spreadability of change, including the ability to transfer experiences to other employees and apply the organizational change. According to the research findings, the strategies needed to implement sustainable changes in Iranian private banks include 1) empowering employees through training and utilizing work teams, 2) empowering the organization by establishing a knowledge management system and motivational mechanisms, the mobilization of financial resources, the scrutiny, and explanation of the organization's strategic plan, leadership style, effective processes, and agile structure. The consequences of sustainable changes include 1) employees' growth and excellence due to their increased psychological and behavioral maturity, 2) improved efficiency to increase financial resources and reduce organizational costs, and 3) improved effectiveness to satisfy the strategic stakeholders and gain a competitive advantage. The research findings are noteworthy in that sustainable organizational change is considered a way to increase the productivity and prosperity of human resources in the organization.
 
 
5- CONCLUSIONS & SUGGESTIONS
This research demonstrated that a change is sustainable and is institutionalized when it is internalized in employees' beliefs and becomes a basis for their subsequent behaviors. This is realized by applying employee and organization empowerment strategies. Therefore, it is suggested that change managers and agents in the country's private banks consider the empowerment of employees seriously by applying influential and continuous training and expanding teamwork by using the strategies identified in this research, and the empowerment of the organization by using a knowledge management system, motivational mechanisms, providing financial resources, checking and explaining the organization's strategic plan, applying an appropriate leadership style, effective processes, and structural agility.

Abstract
1- INTRODUCTION
Today, attention to professional ethics and its implications is one of the most fundamental research topics in the organizational field. Considering that professional ethics and ethical climate can affect the quality of organizational outcomes, the aim of the present study is to investigate the relationship between professional ethics on organizational performance and trust by mediating role of the ethical climate in the Red Crescent Organization of Tehran Province.
2- THEORETICAL FRAMEWORK
Ethical behavior is one of the important issues of all organizations that can be affected by many factors, including intellectual capital. In organizations, what they know (intellectual capital) is more than what they are (material capital); on the other hand, organizations are increasingly engaging in ethical conundrum, the conditions that the professional ethics and existing ethical climate should be paid Special attention. stated that in the past two decades, extensive research has focused on the ethical climate of the organization, most notably by Coulen et al. Research on organizational ethical climate is relatively new and has attracted the attention of many researchers. In 2007, an investigation was conducted among managers of business, industrial and transportation company, which showed that the types of organizational ethical climate on various dimensions of job satisfaction (satisfaction with payment, promotion, co-workers, supervisor, and job) has a positive effect. Also, this research showed that organizational ethical climate types have a positive effect on different kinds of organizational commitment , organizational identity, involvement and loyalty. One of the consequences of behavioral and attitudinal outcomes resulting from ethical climate is job satisfaction, which is one of the most significant variables in the field of organizational psychology and management. job satisfaction refers to the general attitude of the individual about the job. In another study, Enayati and Hajji Zeinali's findings in 2013 showed that the status of organizational trust and work ethics is in a desirable level and there is a positive relationship between organizational trust and its components with work ethic. In the relationship between professional ethics and employee performance, some researches have recommended that, in order to improve knowledge management and employee engagement, it is necessary to focus on the establishment of ethical and professional workplaces. in another research, considered Expression of Organizational Existence and trust as factors involved in mental and physical health. The results showed that high levels of expression  Existence have a significant positive correlation with excessive work and a negative correlation Has a significant psychological and physical health. showed that the organizational climate directly and indirectly affects social capital and has a positive and significant effect on job performance also social capital has a positive and direct effect on Job performance. Also, indicated that the performance and the willingness to leave were affected by organizational ethical climate and its dimensions. So in this research, we examine these hypotheses:
Hypothesis 1: Professional ethics has a direct relationship with ethical climate.Hypothesis 2: Professional ethics has an indirect relationship with performance through ethical climate.
Hypothesis 3: Professional ethics has a direct relationship with organizational trust.hypothesis 4: Professional ethics has an indirect relationship with organizational trust through ethical climate.
hypothesis 5: Professional ethics has direct relationship with performance.
Hypothesis 6: The ethical climate has a direct relationship with organizational trust.hypothesis 7: The ethical climate has a direct relationship with performance.
3- METHODOLOGY
This research is an applied study in terms of its purpose and based on its method is descriptive. The population of this study was 470 employees of the Red Crescent Organization of Tehran that 198 employees were selected randomly as a statistical sample. Data were collected through questionnaires including ethical climate, organizational trust, organizational performance and professional ethics based on the Likert  5 range. in this study Kolmogorov-Smirnov test was used to test normal. Considering that the level of distribution of variables in the organization is more than 5%, the distribution is normal. in this research, Cronbach's alpha test was used to examine the reliability of the research toolAll structures have a Cronbach's Alpha higher than 0.7. To assess the validity of the questionnaire, content validity and exploratory factor analysis have been used . For statistical analysis of the relationships between research variables, Pearson correlation test and structural equation model were used by LISREL software.
4- RESULTS & DISCUSSION
According to the results of the data analysis, the proposed model was approved which shows the results of the correlation between the variables. The least correlation belongs to the relationship between ethical climate and job performance. Therefore, any improvement in professional ethics can be accompanied by improvements in its implications: ethical climate, organizational trust, and job performance. It was found that the existence of professional ethics in employees has a positive relationship with job performance. This has been confirmed in other investigations. The findings also indicate that the relationship between professional ethics and organizational trust is positive and significant. Some studies have also evaluated this relationship positively. The weakness of the ethical system leads to a reduction in communications and an increase in organizational losses. In an organization such as the Red Crescent, a reduction in the level of employee trust can lead to multiple damage to other functional and behavioral dimensions. also, the results of the analysis show a positive and significant relationship between ethical climate and job performance; several studies confirm the same conclusion. It seems that when employees recognize ethical climate , they will understand the values ​​and ethical behaviors of an organization and will have better performance. Thus, the indirect relationship between professional ethics and performance through the mediating role of ethical climate is confirmed.
Findings show a positive and significant relationship between ethical climate and organizational trust. Some researchers also pointed to this in their research. Finally, it can be concluded that professional ethics with organizational trust are indirectly related by the mediating role of ethical climate.
5- CONCLUSIONS & SUGGESTIONS
The research also encountered some constraints such as conservatism , lack of motivation and  possibility of unrealistic responses of some respondents. regarding with practical suggestions it should be noted that ethical leaders should be used to create an ethical climate that leads to organizational ethics. In our organizations, since there is always a lack of organizational trust, the ethical climate and professional ethics of an organization have led to a climate of friendship so that trust can be built up. Also, given the importance of the subject, it is suggested that in future researches the relationship between adherence to professional ethics, ethical leadership in organizations, social acceptability of companies, and other similar issues are further considered, in order to be able to demonstrate the impact of ethics in management, The efficiency and effectiveness of companies, in addition to promoting the level of professional ethics and encouraging companies to be ethical, pursued standardization and approval of the necessary laws in this field more quickly and more easily.

Abstract
INTRODUCTION

Many forward-thinking organizations seek to educate managers to assess and meet their future needs. Obviously, the implementation of these programs requires the use of reliable assessment techniques that can accurately assess the desired capabilities. One of the mechanisms used in large companies in the world to address this issue is to exploit the center for evaluation and development. these centers are also utilized in iran for several years.
 

THEORETICAL FRAMEWORK

Evaluation centers are used to achieve various goals. the most important reasons for using evaluation centers are recruitment, appointment, retention, and development of employees. successful organizations employ middle and senior managers and even experts based on feedback received from the evaluation center. Evaluation centers have been an important tool in selecting managers for the past 25 years. One of the most important reasons for this success is that they have very high predictability.
 

METHODOLOGY

To identify and model the performance factors, first, related university professors and administrators were identified and organized as delphi experts. then, using a questionnaire tool, the desired dimensions and components were identified during three delphi rounds.
 

RESULTS & DISCUSSION

The results indicated that the dimensions and components of the center for evaluation and development of managers' competencies include organizational value (6 components), insight and attitude (5 components), personality traits (6 components), personal communication (3 components), interpersonal communication (6 components), leadership (5 components), professional credibility (3 components), technological knowledge (3 components), self-management (4 components), managing the others (4 components), business management (7 components), emotional ability (3 components), mental ability (3 components), empirical ability (3 components), academic ability (4 components), physical ability (3 components), and personality traits and skills of evaluators (11 components). also, the important dimensions and components of the system to improve the organizational performance include human resources (4 components), knowledge management (4 components), external factors (6 components), internal factors (4 components), and organizational management (7 components).
 

CONCLUSION & SUGGESTIONS

Considering the role of the evaluation center in assessing the competence of managers, it is suggested to senior officials take the necessary measures to design, establish, utilize, and support evaluation centers to evaluate the competencies of their staff and provide a basis for meritocracy. On the other hand, the expansion of the evaluation center in the country and its acceptance by organizations and senior managers requires formulating and implementing a culture at the national level in line with the country's perspective. thus, researchers are advised to implement evaluation centers in organizations even in the form of research projects. It should be noted that, in the present study, the dimensions and components were designed in the municipality. The other organizations should design the appropriate model based on their specific tasks and managerial competencies. there are common roles and responsibilities for a manager. The evaluation center should accordingly evaluate the common tasks and competencies as well as tailor them to each organizational position.

Abstract Development of innovation and organizational learning in order to gain a sustainable competitive advantage and improve organizational performance needs appropriate circumstances under which management leadership styles remain an important factor. Therefore, this study aimed to analyze the impact of leadership styles on organizational performance through innovation and learning that was conducted with a descriptive- survey method. While previous studies have focused on the impact of transformational leadership style, our research incorporated both transactional and transformational leadership style simultaneously. The Statistical Population consists of the employees of Sistan and Baluchestan University, from which a sample of 242 was selected. In order to collect research data, existing as well as designed questionnaires were used. Collected data were analyzed using Structural Equation Modeling to verify the hypothesis. The results of the study showed that (1) transformational leadership influences organizational performance positively through organizational learning and innovation; (2) organizational learning influences organizational performance positively, both directly and indirectly through organizational innovation; (3) organizational innovation influences organizational performance positively. However, the relationship between transactional leadership style and learning, innovation and organizational performance was not confirmed. Moreover, the result of the study indicated that; use of transformational leadership style leads to move organizations towards innovation and creating a learning organization and ultimately improved performance.

Abstract 1-INTRODUCTION Today, researchers are trying to understand the process of emotional labor. emotional labor has three components: emotional requirements, emotional regulation, and emotional performance. emotional requirements include the goal of integration in showing positive emotions and hiding negative emotions. emotional regulation is the effort of employees to adapt to the job's emotional-social demands, which has two strategies of surface action and deep action. surface action involves the artificiality of the emotions requested. deep action, on the other side, is trying to experience and feel the real thrill. emotional performance means the visible expression of emotional management. 2- THEORETICAL FRAMEWORK Emotional labor, from the perspective of action theory, includes surface action and deep action. social support is conceptualized as an individual's cognitive assessment of the support environment or workgroup. social protection theorists believe that social protection focuses on the cognitive assessments of individuals in their immediate environment and the degree of confidence in support. therefore, we can assume that social support increases a person's psychological capacity in the face of emotional needs by creating psychological hardiness. thus, perceived social support is related to the personality and cognitive variables of psychological hardiness. hardiness is a set of feedback and skills that build the courage to face stressful life situations. hardiness has a significant impact on how emotional needs are managed and interpreted. based on the above, a model was proposed including the following variables: social support as a predictor, surface and deep action as outcomes, and psychological hardiness as a mediator. 3- METHODOLOGY The current study is a correlation study that uses structural equation modeling as the analysis strategy. the statistical population of the study includes nurses of public hospitals in khorramabad. a sample size of 224 (125 females and 81 males) was selected by conducting a multi-stage random sampling method. the data gathering tool was a written questionnaire. 4- RESULTS & DISCUSSION The results of structural equation modeling indicated the direct coefficient of perceived social support on psychological hardiness (B = 0.148, p = 0.001), perceived social support on surface action (B = -0.134, p = 0.001), perceived social support on deep action (B = 0.40, p = 0.001), psychological hardiness on surface action (B = 0.137, p = 0.001), and psychological hardness on deep action (B = 0.143, p = 0.001). All the direct effects were significant and corresponding hypotheses were confirmed. The mediating role of psychological hardiness in the relationship between social support and emotional labor was evaluated through the bootstrapping method and confirmed. 5-CONCLUSIONS & SUGGESTIONS The results of the present study showed that the predictor variables explain 22 percent of the variance of deep action. the present study also confirmed the negative impact of perceived social support and psychological hardiness on superficial action. social support includes care and support, which empowers people to adapt to working conditions. considering the fact that emotional labor aims to emotionally adapt to the situation, social support can lead to improved emotional labor. people with psychological hardiness can easily manage emotionally demanding jobs. by flexing their flexibility and receptivity, they coordinate uncoordinated events and evaluate them appropriately. the flexibility of these people can also increase their work mastery by challenging the difficulty of the work. people with high stubbornness feel more empowered to control the events of their lives. therefore, they manage the requirements of job excitement in a more dominant way. finally, according to the emotion regulation model, it can be said that social support is a kind of adaptation that equips people with flexibility and acceptance of working conditions. therefore, by increasing the commitment and flexibility of people in difficult situations, managers can make them more efficient in handling job emotions.