The decrease in airports' revenue in recent years and the small share of non-aeronautical revenues in Iran's airports show the necessity to pay attention to increasing revenue through the non-aeronautical sector. On the other hand, there needs to be a specific framework for the pricing of the non-aeronautical sector to aid airport management in control and increase revenue, as well as increase the desirability of private sector investment. Accordingly, this research aims to present econometrics models of pricing for some non-aeronautical services using available data on airports. For this purpose, after identifying the factors affecting the cost of services, data on 60 airports from different countries was collected in 2022. After that, the models of the pricing of the services were explained using the econometrics model of multivariate linear regression. The results show that the variables of the number of annual passengers, the average air distance of flights, and the monthly cost of welfare facilities (water, electricity, and gas) in the city affect the cost of Commercially Important Person (CIP) services. In the evaluation of baggage wrapping models, the variables of the number of flight destinations, the amount of cargo moved annually, and the monthly cost of welfare facilities have a significant effect on the cost of baggage wrapping. According to the results, the models estimated for the pricing of non-aeronautical services can be the basis for pricing the studied services in Iran's airports and help increase the revenue of the non-aeronautical sector in the coming years.

Following the official announcement of the first cases of the COVID-19 virus in China on late December 2019, it outbreak rapidly to most parts of the world and putting the world in a state of emergency. Different governments have reacted differently to this crisis. It is noteworthy that variables such as the type of political regime, the structure of government and the capacity of governments have not necessarily a direct and decisive relationship with countries' response to this crisis. For example, the number of mortality in developed and democratic countries such as the United States, Spain, Britain and Italy has been much higher than some developing countries. The key question of this paper is that "What is the reason for the different behavior of different countries in the face of the COVID-19 pandemic? " The hypothesis of this article is that "in times of crisis, the most important factor in determining the reaction of countries is political leadership and different ways of sense making. " This article judges this hypothesis with using the CIP leadership model and dividing leadership and sense making into charismatic, ideological, and pragmatic, and case studies of India, the United States, and Germany, the authors, while proving and confirming the article hypothesis, have concluded that pragmatic leadership is more effective in recent crisis.

Background & Aims: Continuous evaluation is necessary to evaluate the achievement of goals and determine the quality of educational programs. Accordingly, the present study was conducted with the aim of designing, establishing, and validating the evaluation tools for the specialized doctoral course in medical education based on the CIPP model. Materials & Methods: This descriptive study was performed in 2019 at Isfahan University of Medical Sciences. In order to design the questionnaire, internal articles in the field of curriculum evaluation, the latest version of the CIPP model checklist, and general specifications of the medical education doctoral program approved by the Ministry of Health were used. By determining the indicators of each domain, questions were designed in four domains: context, input, process, and output. After designing a questionnaire and selecting 10 samples by stratified random sampling method from three groups of faculty members, students, and graduates and 5 managers of the Department of Medical Education, face and content validity by Lavshi method and content validity index based on Waltz method and Bassel were examined. Finally, the reliability of the questionnaire was estimated by performing on 30 target groups in Shiraz, Tehran, and Iran universities of medical sciences based on Cronbach's alpha coefficient. Results: Based on the indicators, 71 questions were obtained for group managers, 88 questions for faculty members, 42 questions for students and 40 questions for graduates. The CVR value was 0. 98 for the three groups of faculty members, students, graduates and 0. 99 for the group managers. The value of CVI in terms of simplicity, clarity, and relevance for group managers (0. 98, 0. 99 and 0. 98, respectively) faculty members (0. 98, 0. 98 and 0. 97), students (0. 97, 0. 98, and 0. 98) and graduates (0. 83, 0. 97, and 0. 98) were obtained. To evaluate the internal consistency of the questionnaire, Cronbach's alpha coefficient was used. The values of 0. 97, 0. 95, 0. 83, and 0. 81 were obtained for the questionnaire of group managers, faculty members, students, and graduates, respectively. Conclusion: According to the results of the present study, it can be said that the tools designed to evaluate the specialized doctoral course in medical education had the necessary validity and reliability and can be used to evaluate and identify the strengths and weaknesses of this course in Tehran, Shahid Beheshti, Shiraz, and Iran universities of medical sciences.

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

Leadership as one of the important and influencing organizations factors has been studied extensive. The extent of organization success in achieving pre-determined goals, the amount of employee efforts for organization success and the influence of leader on staffs depend on leader behaviors and style. Theorists have stated numerous leadership styles that have been investigated in this study. Also Full Range Leadership Model that involve Transformational and Transactional leadership styles and their relative behaviors and the influence of these styles on three leadership outcomes such as the amount of employee effort, their perception about leader effectiveness and employee satisfaction rate has been studied. The results of this study showed that Transformational and Transactional leadership behaviors that followed by exception based management (active) are most influential leadership behaviors. Reverse passive/avoidant and Laissez-faire leadership behaviors are least influential leadership behaviors. Also, a leader can use both Transformational and Transactional leaderships, especially conditional reward that is one of the Transactional leadership behaviors. The most influencing leaders are those who regularly use both Transformational leadership (Individualized Consideration, Inspiration, Intellectual, Stimulation, and Charisma) and conditional reward of Transactional leaderships. In this case, Transformational leadership is complement for Transactional leadership.

Background and Aim The purpose of the present study was to provide a proper leadership model for police commanders and managers. Regardless of leadership styles, promoting and applying a leadership style to all police positions and missions can cause irreparable damage to both staff and the organization. Therefore, understanding the leadership style governing the law enforcement environment and adapting it to mission requirements is one of the serious needs of planning. Methodology This study is a qualitative and qualitative research. The participants were 10 law enforcement experts in western Tehran province. The sampling method was snowball with emphasis on theoretical saturation. The data collection tool was semi-structured interviews. The basis of the theory of data theory was used to analyze and present the model. Results According to the results of the study, conceptual research conceptualization was introduced as the Marena Leadership Model. This model of leadership is a combination of task oriented (supervisor) and relational (coach) leadership that can simultaneously guide and support followers in both assigned tasks and informal relationships. Results In Marena's leadership model, managers experience both aspects of coaching and being a supervisor. In other words, managers need to move from one-dimensional roles to multi-dimensionality in order to provide effective guidance for their organizations.

Introduction: The aim of this study was to explain how the spiritual leadership model could be used as a paradigm for nursing leadership. Nursing leaders play a critical role in the management of the health care system. Spiritual leadership is a new area that has recently been considered in nursing management. Methods: In this review article, electronic databases (PubMed, Scopus, Google Scholar and Science Direct) were searched from September 2014 to July 2016 to find relevant articles using keywords, such as spirituality, leadership, management, nurses and motivation. In this regard, the articles that fulfilled the goals of the study that were written in English or Persian, had their full texts accessible, and were published in the intended time interval were entered in the study. The articles without authors’ names and dates and non-scientific papers were excluded from the study. On the whole, a total of 120 articles were obtained, of which 48 were selected and analyzed. Results: A review of the literature focusing on spiritual leadership demonstrated that the spiritual leadership model has been examined in different countries, various fields of the industry, trade training, and the health system with positive individual and organizational consequences. It seems that the characteristics of this style of leadership fits the nursing profession as well. Of course, more large-scale future studies for testing this model of leadership in the field of nursing will bring about more promising results. Conclusions: Spiritual leadership could improve the organizational productivity and employees’ satisfaction. Nursing leaders should have paid greater attention to this type of leadership to achieve positive organizational outcomes; therefore, they need more training in this issue.