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The purpose of this study was to investigate Creative Leadership Styles Chiefs Sport Committees in Qom Province with Caution to their Leadership styles (Transformational, Transactional and People oriented). Between 35 sport committees, 33 assistant managers and committee managers sport committees (n=63) completed the two questionnaire of individual characteristics and Creative leadership questionnaire (CLQ). CLQ is included of 20 questions which 3 leadership style, including transformational, transactional and People oriented. Internal validity of questionnaire was determined by using Alpha Cronbach's test of =&alpha) 0/97). In order to analyze the data the following statistical methods in a significant level of (P&le0.05) were used: Kolmogorov- Smirnoff, mann Whitney U and Kruskal Wallis.
The result of this study indicated that: there is a significant difference between creative leadership styles of transformational, transactional and people oriented with gender of Chiefs Sport Committees (Z=-0.51, p&le0/05). Also there is a significant difference between creative leadership styles of transformational with gender (Z= -0.48, P&le0.05), creative leadership styles of transactional with gender (Z= -0.64, P&le0.05) and creative leadership styles of people oriented with gender (Z = -0.41, P&le0.05), separately. An otherwise the result also indicated that there is a significant difference between the creative leadership styles with post of Chiefs Sport Committees (Z=-0.60, p&le0/05). Also there is a significant difference between creative leadership styles of transformational with post (Z = -0.44, P&le0.05), creative leadership styles of people oriented with post (Z= -0.60, P&le0.05), separately. But there isn’t significant difference between creative leadership styles of transactional with post (Z= -0.78, P&ge0.05). Another wise significant difference between the creative leadership styles with position staffing (X²=9.41, p&le0/05) and significant difference between the creative leadership styles with activity presidency (X²=13.25, p&le0/01). 

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The purpose of this study was to investigate the relationship among job satisfaction, organizational commitment and internal service quality in selected federations. For this purpose Xie, Di (2005) questionnaire was used. Reliability of the questionnaire after a pilot study using Cronbach's alpha test (&alpha =0/86) respectively. Statistical society desired to study all the staff federations swimming, basketball, handball, judo, track and field and gymnastics have formed and sample population is equal. Descriptive and inferential statistics methods for data analysis (mean and SD, tables of frequency distribution, K-S, Pearson correlation and multiple regression) were used. Findings showed, among job satisfaction (p< 0/01, r =0/651), normative organizational commitment (p< 0/01, r =0/558) and internal service quality was positive and significant correlation (p< 0/05) exist. But between affective organizational commitment and continuous organizational commitment with internal service quality wasn’t any significant correlation exist (p> 0/05).
Note that the use of variables in research, improve in the internal service quality of employees will be possible if organizations provide components through the strategic application of human resource management to provide appropriate service quality for internal and external customers.

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The purpose of the present study was to investigate the relationship between organizational excellence and organizational commitment (OC) in physical education (P.E.) general offices of Iran's selected provinces. Validity of the questionnaires was verified by the experts and their reliability also calculated in a pilot study (&alpha=0.928 and &alpha=0.83 respectively for EFQM and Allen, Meyer & Smith's OC questionnaires). 437 questionnaires distributed among the Physical Education general offices staff (ten provinces selected by classified random method) 337 questionnaires included in statistical analysis. A positive significant relationship was observed between organizational excellence and commitment (r= 0.546, p= 0.001). A positive relationship was observed between organizational excellence and each of the organizational commitment sub-scales (affective, continuance and normative) (p<0.01). Affective commitment had strongest correlation (r=0.551, p=0.001) and the continuance commitment had the weakest (r=0.309, p=0.001). Also, there was strong significant relationship between stockholders and the results of organizational excellence model (r=0.864, p=0.001). According to results suggest those directors who are going to implement the EFQM excellence model in their organizations, pay attention to their staff’s organizational commitment.

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The purpose of this research was to determine the relation between principals' transactional and transformational leadership styles and the motivational needs of physical education teachers based on Douglas McGregor's X & Y theory. According to X theorical supposing human is interest to work and responsible and this is in her essence. This person is self control and self motivation. Whereas in according to Y theorical, human is comfort-seeking person and he can work only with duress(compulsion), directly control and fear of punishment. All of the physical education teachers in the West Azarbaijan province were the statistical society for this research (N=640) and 241 teachers were selected randomly as sample. After verifying the validity of the Bass & Avolio's Multifactor Leadership Questionnaire (MLQ) as well as Alan Chapman's motivational needs Questionnaire by the experts, their reliability were calculated in a pilot study (&alpha=0.940 and &alpha=0.906 respectively for leadership and motivation questionnaires). Data were analyzed by the Pearson correlation coefficient, independent t-test, ANOVA and repeated measure tests. The results showed positive significant correlation between transformational (r=0.538, sig=0.001) and transactional (r=0.445, sig=0.001) leadership styles with McGregor's theory Y assumptions (p> 0.01). There was no significant negative correlation between laissez- faire leadership style and theory Y assumptions (r=-0.080, sig=0.216). There was a significant difference between preferences of principals' leadership styles (p> 0.01). Thus, transformational style (2.345±0.852) was in first and the transactional (1.928±0.713) and laissez- faire (1.251±0.972) styles were in next preferences. From physical education teachers' perspective, the existing status in this province's schools was equivalent with theory X assumptions. It can be concluded that, transformational principals have more desire and belief to theory Y assumptions and these principals having Y-type attitude to employees, will have more ability to motivating them.

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The present study explored the justice with job satisfaction and organizational commitment relationship between perception of organizational using a field sample. In the case, three questionnaires of organizational justice by Rego and Cunha (2006), job satisfaction by Gannon (Moghimi, 1385) and organizational commitment by Steers et al (Moghimi, 1385) are used. Validity and reliability confirmed (Organizational justice &alpha=0.92, Job satisfaction &alpha=0.96, Organizational commitment &alpha=0.70). Sample for the present study consisted of 118 experts working in the physical education organization of Iran. In this research descriptive statistics, coefficient of correlation and regression are used. Results show that among the subscales of organizational justice of I.R.I physical education organization the minimum score is for subscales of rewards distribution Justice (M=10.67± 5/07) and the maximum score for subscales of interpersonal Justice (M=10.45± 2/61) (according to their maximum scores). Totally in this organization, organizational justice isn't in a proper situation (M=44/62± 11/97 out of maximum score of 85). But variables of job satisfaction and organizational commitment relatively are in a proper situation. The results of research show that job satisfaction was significantly related to organizational commitment. Also Regression analysis of the obtained data indicated that organizational justice was significantly related to job satisfaction whereas Organizational justice was not found to be related significantly with organizational commitment. Through path analysis, job satisfaction and organizational justice was significantly related to Organizational commitment.

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The purpose of this study is to classify different dimensions of organizational justice of administration of Youth and Sports of Tehran Province. The statistical population of this research includes all employees of administration of Youth and Sports of Tehran Province (N=180). Statistical sampling was based upon the whole with an equal volume with relevant society. For the purpose of data collection, questionnaire of Chester & Tad (2007) used for organizational justice. The validity and content of questionnaires were specified by the comments of specialists and professors of Sport Management. Then, it was possible to find out reliability of mentioned questionnaire by the use of Chronbach alpha (&alpha=0.94). The research method is descriptive and reliable which was performed on field basis. Some descriptive indexes and Kolmogorov–Smirnov, single sample t, independent t, Pierson correlation coefficient and Friedman's classification test were applied for further data collection. According to the results, the average grade of organizational justice was 65.84±16.95, distributional justice was 8.19±4.04, procedural justice was 30.55±9.46 and transactional justice was 27.10±7.01 which are lower than average level accordingly. The results showed that there is a significant difference between organizational justice of male & female staff. Furthermore, there was not significant relation between the age and job records and organizational justice (p>0.05).  The results showed that there is a positive relation among distributional justice dimensions, procedural justice and transactional justice (p&le0.05). The results of Friedman's classification test showed that various dimensions of organizational justice are respectively as: distributional justice, transactional justice and procedural justice. It is clear that procedural justice rather than the other dimensions was run better by the administration. Finally, it was resulted that the administrators should pay more attention to procedural and interactional justice which had the lowest averages and by usingthea practical solutions provide understanding of justice for staff.