Today, men and women equally plan for their Career and family roles. However, males’ Career development is less affected by their multi roles in comparison to females that face more work-family conflict. Many scholars in the area of Career development have sought for a comprehensive theory to help better understanding of critical aspects of Career and the impacts received from other lifelong multiple roles of individual employees. Majority of existing theories are devoted to female’s Career development, mainly because they need to manage their different and inconsistent tasks to reach a balance among their multiple roles as employee, wife, and mother.Findings of this survey research that was carried out among a sample of female academics in top Ten Iranian Universities, shows that in comparison to the priority of family roles, female academics’ priority for their roles in work place is relatively low. Moreover, their perception from work-family conflict in case of engagement in managerial responsibility is relatively high while the feeling of self efficacy to manage such conflict appears to be at a low level.Test of hypothesis indicated that work-family conflict management self efficacy has a significant negative effect on perceived work-family conflict which in turn has a negative impact on females Leadership aspiration. Moreover, Career role salience showed to have a positive impact on Leadership aspiration, that in turn affected by moderating effect of family role salience. The result implies that relationship between Career role salience and Leadership aspiration appears to be weaker among female academics having high family role salience.Results of our research reveals that in respect to the impact of females’ multi roles on their managerial aspirations emphasize on organizational barriers and ignorance of the impact of females family roles’ choices between family and carrier, lacks a comprehensive vision, hence requires more attention in future research.

Introduction: Ethical Leadership is Leadership focused on appropriate behavior through respect for ethics and values, as well as the rights and dignity of others. Ethical Leadership can add value to businesses by motivating employees and fulfilling company values. Therefore, the present research was conducted with the aim of analyzing the relationship between ethical Leadership and cooperative social responsibility and the moral climate of the organization. Material & Methods: The current research is applied in terms of purpose and descriptive and correlational in terms of data collection method. The statistical population of this research included all employees of Management and Science University (MSU) in Malaysia. Among them, 200 people were selected as the research sample using a simple random sampling method. A standard questionnaire was used to collect data. The data was analyzed by structural equation modeling method. Results: The results of statistical analysis showed that ethical Leadership has a direct and positive effect on cooperative social responsibility and ethical climate. Also, moral climate has a direct and positive effect on cooperative social responsibility. At the same time, ethical Leadership has an indirect and positive effect on cooperative social responsibility through the mediation of ethical climate. Conclusion: Ethical Leadership can affect their social responsibility by inspiring employees to motivate and align with the company's values. The results of this research showed that ethical Leadership leads to greater employee satisfaction and collaborative responsibility and leads to the formation of an ethical atmosphere in the organization

Career is defined as a set of jobs that a person takes during his life. Employee satisfaction of his Career has some positive outcomes such as higher performance and commitment. It seems that Leadership empowerment behavior like subordinates’ participation in decision making and autonomy assignment and also job enrichment can result in Career satisfaction. Given the importance of Career satisfaction consequences for organizations, the current research was conducted with the aim to investigate the relationship between of Leadership empowerment behavior and job enrichment and Career satisfaction. Intrinsic motivation was considered as a mediating variable in this relationship. The research sample included 438 personnel of Iran Polyacryl companies who completed the following research instruments: The Career Satisfaction Questionnaire (CSQ), the Job Enrichment Questionnaire (JEQ), the Leadership Empowerment Behavior Questionnaire (LEQ) and the Intrinsic Motivation Questionnaire (IMQ). Results indicated that intrinsic motivation plays a partial mediation role in the relationship between Leadership empowerment behavior (participation in decision making and job autonomy) and job enrichment with Career satisfaction. According to the findings, organizations should enrich employee jobs. Also, leaders and supervisors should increase employee participation in decisions and give them autonomy. This behavior may increase employees` intrinsic motivation by empowering them and finally result in an increase in Career satisfaction.

Aims: Nowadays organizations play an important role in Career management because of the change in Career models. Career management functions helps individuals to achieve valuable goals. This study was conducted to investigate the relationship between Career management functions and Career satisfaction among the employees of a military unit.Methods: In a descriptive correlation study in 2011, 92 employees of a military unit were selected by random sampling method. Kong et al model was used for evaluating Career management and Greenhouse et al model was used for the evaluating Career satisfaction. Data were analyzed by SPSS 16 software using Kolmogorov-Smirnov test, one sample T-test, simple regression and stepwise regression.Results: There was a significant positive relationship between Career management functions and Career satisfaction (p<0.05). Furthermore, the effect of all Career management functions on Career satisfaction came out to be significant (p<0.05) and forecasted about 86% of dependent variable variation.Conclusion: Career management functions including Career evaluation, development and training have strong positive impact on Career satisfaction in the studied military unit.