The attention to servant LEADERSHIP has increased in the recent years and different kinds of business, profit, educational and even governmental organizations have used servant LEADERSHIP principles for managing their organizations. But doubts have been raised in regard to the EFFECTIVENESS of implementing servant LEADERSHIP for organizational EFFECTIVENESS, especially, in governmental organizations. In the light of mixing Iranian culture with the goals of servantitude and importance of the topic, this article is concerned to test the effect of servant LEADERSHIP on organizational EFFECTIVENESS of Iranian governmental organizations through the two ways of LEADERSHIP and followership EFFECTIVENESS. For this purpose, after problem statement and reviewing the literature, the factors and the variables of theoretical research model was recognized and the respected questions were distributed among the managers and employees of 22 Iranian public organizations. T- student test was employed for examining the whole status of research dimensions.For testing the hypotheses, statistical tests of regression and Spearman correlation were employed. In examininig the relation between research dimensions, all of the relationships under study were verified. But the low score obtained for the mean of servant LEADERSHIP Measuring Instrument (OLA) in comparison to average mean explained that servant LEADERSHIP is exercised weakly in Iranian public organizations while paternalistic LEADERSHIP dominated them. Also the weak relationship of realization of organizational EFFECTIVENESS through servant LEADERSHIP - followership EFFECTIVENESS denotes the lack of necessary attention to the followers and their role in organizational EFFECTIVENESS. Finally, some suggestions are offered according to the results.

Background Ethical and supportive LEADERSHIP are among the LEADERSHIP styles that have been seriously addressed in recent years. These types of LEADERSHIP styles can influence the level of organizational EFFECTIVENESS through different constructs. This research was administered with the aim of investigating the roles of ethical LEADERSHIP and supportive LEADERSHIP on psychological capital and organizational EFFECTIVENESS. Method Research method was correlation and statistical population was the employees of an industrial organization in Isfahan city, among them 380 persons were selected using simple random sampling. Research instruments were included ethical LEADERSHIP questionnaire, supportive LEADERSHIP questionnaire, psychological capital questionnaire and organizational EFFECTIVENESS questionnaire. Data were analyzed using correlation coefficient and structure equation modeling (SEM). Results Results showed that there is a significant and positive relationship between ethical LEADERSHIP and supportive LEADERSHIP and psychological capital and between psychological capital and organizational EFFECTIVENESS. Results of structural equation modeling revealed that there is direct and significant relationship between ethical and supportive LEADERSHIP with psychological capital and between supportive LEADERSHIP along with psychological capital with organizational EFFECTIVENESS. Also results indicated that psychological capital is a complete mediator on the relationship between ethical LEADERSHIP and organizational EFFECTIVENESS and is a partial mediator on the relationship between supportive LEADERSHIP and organizational EFFECTIVENESS. Conclusion Overall, the results of this study showed that the potential of moral and supportive LEADERSHIP can be used to strengthen the psychological capital and organizational EFFECTIVENESS in workplaces.

The purpose of present study is to identify the relationship between knowledge LEADERSHIP and Organizational Intelligence with organizational EFFECTIVENESS at the Bu-Ali Sina University of Hamedan. The research method was descriptive-correlational. Statistical population included all staff at the Bu-Ali Sina University of Hamedan of the number was 313 people and Sample size of 171 subjects was determined based on the Cochran formula. Data collected using from three questionnaires knowledge LEADERSHIP, Organizational Intelligence, and organizational EFFECTIVENESS has been conducted. For appointment of the questionnaires reliability was used Cronbach's Alpha coefficient, was estimated 0/93, 0/93 and 0/95 respectively. Results showed that the level of knowledge LEADERSHIP, organizational intelligence and organizational EFFECTIVENESS, is above average surface. Pearson correlation coefficient revealed there is a significant positive relationship between knowledge LEADERSHIP and Organizational Intelligence with organizational EFFECTIVENESS. The results of multiple regression analysis indicated that the components of knowledge LEADERSHIP, Factor of supportingthe learning process of individual and group have most effective in prediction organizational EFFECTIVENESS; and the components of organizational intelligence, Factors of alignment and congruence, strategic vision and shared fate have the highest impact on the prediction of organizational EFFECTIVENESS.

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

Purpose: The purpose of this applied research is to study the EFFECTIVENESS of gamification on corporate training.  Methodology: A gamified course was designed and implemented to train the location of Fire Hosing Cabinet for 24 employees of a firefighting maintenance company in Iran Mall shopping Center in Tehran. Using a quantitative quasi-experimental research plan (post-test only control group design) the participants of the study were randomly assigned to treatment (12) and control (12) groups and trained for a week.  Conclusion: The descriptive and interpretive result of the posttest analyses indicated the EFFECTIVENESS of gamification of the training performed for the employees of the firefighting maintenance company in Iran Mall shopping Center in Tehran. Moreover, the descriptive result of Gamification Acceptance Questionnaire answered by the members of the experimental group after gamified training indicated that all the participants in the experimental group were satisfied with the gamified training course.

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: Effective LEADERSHIP is essential to passing through obstacles facing the health field.The current health care system in Iran has major problems and gaps in the field of effective LEADERSHIP.The aim of this study was to evaluate hospital managers’ LEADERSHIP style through selfassessment and to determine the correlation between LEADERSHIP styles with healthcare executives’LEADERSHIP readiness and LEADERSHIP EFFECTIVENESS.Methods: In this cross-sectional study a self-administered questionnaire completed by all internal healthcare executives of all teaching and non-teaching hospitals affiliated to Iran University of Medical Sciences. Questionnaire was composed to determine demographic information, LEADERSHIP style questions, LEADERSHIP EFFECTIVENESS and LEADERSHIP readiness. Descriptive statistics and Pearson correlation coefficient were used for data analysis.Results: According to the findings, the dominant style of healthcare executives was transformational LEADERSHIP style (with a score of 4.34). The LEADERSHIP EFFECTIVENESS was estimated at about 4.36 that shows the appropriate level of LEADERSHIP EFFECTIVENESS. There was a significant correlation (correlation coefficient of 0.244) between LEADERSHIP readiness and transformational LEADERSHIP style (p<0.05). Also, there was a significant correlation between LEADERSHIP EFFECTIVENESS with transformational (0.051) and transactional (0.216) styles.Conclusion: There was a correlation between LEADERSHIP readiness and LEADERSHIP EFFECTIVENESS with LEADERSHIP styles. Application of this research will be crucial to universities and healthcare executives.This study suggests that strengthening the scientific basis is essential for LEADERSHIP readiness and LEADERSHIP EFFECTIVENESS in healthcare system.