This study aimed to investigate the effect of LEADER MEMBER EXCHANGE (LMX) on organizational climate, using the quasi-experimental approach. The sample included 60 employees selected at random from Sooreh University to participate in this research. For pretest the participants responded to Preziosi's (1980) Organizational Diagnosis Questionnaire (ODQ) which assesses seven dimensions of organizational climate (Purpose, Structure _ LEADERship_Relationship-Rewards- Helpful mechanism_Attitude toward change). After an interval of eight months all sample responded to the ODQ once again as the posttest. Results showed significant differences between pretest and posttest scores in terms of Purpose, LEADERship, Relationship, Helpful mechanism and Attitude toward change. Pretest scores of men and women were found to be significantly different in terms of Rewards.

Background and purpose: feedback is one of the main components of the performance management system, which leads to the improvement of performance,The present study was conducted with the aim of investigating the effect of structural empowerment and LEADER-MEMBER EXCHANGE on feedback with the mediating role of perceived organizational support. Method: The current applied research has a descriptive nature, the data of which is collected with a quantitative approach, and in terms of the implementation method, it is a survey-correlation type. In this research, stratified cluster sampling method was used and the sample size of 367 people was determined using Cochran's formula. Kanter's (1998) structural empowerment questionnaires, Leiden and Maslin's (1998) LEADER-MEMBER EXCHANGE, Wayne et al. 's (2001) performance feedback, and Eisenberger et al. 's (1986) organizational support questionnaires were used to collect data. To determine the validity of the questionnaire, from the methods of convergent validity (mean variance extracted) and divergent validity (diagnostic validity at the level of the structure) and to check the reliability, from factor loadings, Cronbach's alpha coefficient for structural empowerment is 0. 83, LEADER-MEMBER EXCHANGE is 78. 0. 0, feedback responsiveness 0. 75 and perceived organizational support 0. 89 and composite reliability was used. For preliminary analysis of data from S. P. S. S.   And to find a pattern by the method of P. L. S.   From the Smart PL software. S.   was used. Findings: According to the path coefficient of 0. 16 as well as the t-statistic of 3. 536 at the confidence level of 99%, the mediating role of perceived organizational support in the effect of structural empowerment on employee feedback has a positive and significant effect. According to the path coefficient of 0. 13 as well as the t-statistic of 2. 737 at the confidence level of 99%, the mediating role of perceived organizational support in the effect of LEADER-MEMBER EXCHANGE on employee feedback has a positive and significant effect,Therefore, the general hypotheses of the research are significant and are confirmed. Results: The results of the research show that if the communication between managers and employees is a two-way communication and is of high quality, and also, managers provide access to resources and information for employees and In this regard, provide the necessary support, the employees will understand the organizational support at a high level, and this will make the employees more willing to accept their performance feedback, and this will lead to the improvement of the performance of the organization's employees.

"Implicit Followership Theories" is a developing issue in organizational behavior which is considered as the linkage between followership and cognition issues. Exploration and the typology of follower's perspectives and views about different dimensions of their role as a follower, which are known as follower's "implicit followership theories" is the purpose of present paper. For this purpose, using purposeful sampling method, 14 employees of 14 large organizations from different industries in Mashhad were selected. To obtain the required data, semi-structured interviews were conducted until theoretical saturation was reached. Reliability of findings was also confirmed. The resulting data was analyzed using "conventional content analysis". A total of 589 codes were located in 17 items of implicit theories. Items consisted five factors of the positive features (prototypes) of followership role. Identified prototypes included "Constructive perception of work", "Job competencies", "Mighty arm of LEADER", "Moral virtues" and "Initiation" which present a more comprehensive perspective on followership.

LEADERship is important for nurturing employee creativity. Although how LEADERs can influence employee creativity is somehow unclear, previous studies show that LEADERship can enhance employees’ willingness to share knowledge. This study examines how LEADER-MEMBER EXCHANGE (LMX) affects employees’ creative work involvement through knowledge sharing. Data (n=385) was collected utilizing a questionnaire in insurance companies in northeast of Iran. Results shows that there are both direct and indirect (through knowledge sharing) relationships between LMX and creative work involvement. These results concede the importance of LMX and knowledge sharing for promoting employees’ creative work involvement.

Background and Objective In the knowledge-centered age, innovation is a competitive advantage when the presence of a facilitating LEADERship style is considered one of the most important prerequisites. This study aims to analyze the relationships of patriarchal LEADERship components, the LEADER-MEMBER EXCHANGE, and innovation of employees. Methodology This is an applied descriptive-correlational survey, in which the statistical population included 400 employees, working at the General Physical Education of Isfahan Province, 196 individuals of whom were selected as the statistical sample. A questionnaire was used for data collection, and data analysis was performed in LISREL, SmartPLS, and SPSS. Findings Philanthropic LEADERship and authoritative LEADERship have significant effects on the LEADER-MEMBER EXCHANGE, which has no effects on innovation and plays no significant mediating role in the effect of patriarchal LEADERship on innovation. Conclusion Using a LEADERship style in proportion to the cultural nature and organizational requirements can promote and facilitate the innovation required for the sustainable productivity of an organization.