Showing 2 results for Janani
Hamid Janani, Fereydoon Tondnevis, Amir Ahmad Mozaffari,
Volume 3, Issue 5 (4-2013)
Abstract
Conflict Management is a leadership interpersonal skill. Using proper leadership styles can lead to effective conflict management. This research aims to study the relationship between transformational and transactional leadership in Bass model (1985) with conflict management strategies in Iran futsal pro-leagues coaches. Coaches leadership style and conflict management strategies were measured by MLQ (1996) and OCCI (1991) questionnaires. Statistical population involves 360 players that 197 persons were selected randomly. Above questionnaires were distributed after determination of validity and reliability. In order to data analysis, descriptive statistics and inferential statistics were employed. In order to determine the relationship between leadership styles and conflict management strategies, pearson correlation coefficient was used. Results show that there was a significant positive relationship between transformational leadership style and collaborating strategy and there was a negative significant relationship with compromising, avoiding, accommodating and competing (p<0/01). There was a positive significant relationship between transactional leadership style with collaborating, compromising and competing strategies (p<0/01), negative significant relationship with avoiding (p<0/01) and accommodating (p<0/05) strategies. There was a negative significant relationship between laissez-fair leadership with collaborating and competing strategies (p<0/05), a positive significant relationship between laissez-fair leadership with avoiding and accommodating (p<0/01), and non significant relationship with compromising. According to this fact that collaborating strategy is sign of effective strategies, avoiding and competing are signs of noneffective strategies and compromising and accommodating strategies show combined use of conflict it was infered that coaches transformational and transactional leadership have positive relationship with effective conflict management at this case the relationship with transformational style was stronger.
Ms Zahra Nikpour, Dr Habib Mohammad Por, Dr Hamid Janani, Dr Jafar Barghi Moghadam,
Volume 100, Issue 100 (10-2020)
Abstract
The aim of this study was to investigate the effect of ethical values on social entrepreneurship, the mediating role of capital, psychological capital and benevolent marketing. The present study was applied in terms of purpose and quantitative and structural equation modeling research. The statistical population of the present study was all customers of sports clubs in West Azerbaijan province. The sample size was estimated using 360 Morgan sampling table. The research instruments were five questionnaires: personal information, social entrepreneurship, ethical values, psychological capital and benevolent marketing. The face and content validity of the research tool was confirmed by a group of expert professors. SPSS and Smart PLS software were used to analyze the data. The results showed that moral values have a significant effect on benevolent marketing, psychological capital and social entrepreneurship. Benevolent marketing has a significant effect on social entrepreneurship. Psychological capital also has a significant effect on social entrepreneurship. It was found that ethical values have a significant effect on social entrepreneurship through benevolent marketing. Finally, the results showed that ethical values have a significant effect on social entrepreneurship through psychological capital. Given that one of the most important factors that can improve social entrepreneurship in sports clubs is the creation of special working groups to establish effective communication between donors to use common potentials.
