حمید رحیمیان

Abstract The present study is a qualitative research with a phenomenological approach that has been conducted to identify the dimensions and components of professional development of primary school principals and to develop its framework. The statistical population of the study was the principals of public primary schools in Tehran in the academic year of 2019-2020. In two stages of sampling, samples were selected by quota and then purposive sampling methods. Semi-structured interviews were used to collect data. The interview continued until the data exploration and data collection process reached a theoretical saturation point after interviewing 14 people. Data were analyzed by open and axial coding steps. Two methods of verifying the interviewees and verifying an external expert were used to control the validity. Two methods of verifying the interviewees and verifying an external expert were used to control the validity. To determine the reliability, two methods of reviewing the writings and also the method of recoding were used. The agreement was calculated in the coding homogeneity and the agreement coefficient was 86%. Findings showed that the professional development framework for primary school principals has 3 dimensions, 14 components with 117 indicators  Which includes : the content dimension of professional development (with components of general management knowledge, specialized management knowledge, interactive skills, resource management skills, professional skills, personal inclinations, managerial attitude, physical and mental ability and intellectual ability), the dimension of professional development process (with the components of self-development actions and developer relations) and the dimension of organizational requirements (with the components of knowledge acquisition and acquisition of skills, modification of selection and appointment methods of managers, improvement of organizational structure and processes).

Purpose: Among leadership styles, evolution leadership is the source of changes in the organization. If the organization is in a disadvantaged way in the management of employee performance, it identifies the consequences and thus, in a competitive environment, it strengthens the capabilities and competencies of the employees to compensate for the loss. will pay. One can refer to education as one of the organizations that needs to adopt transformational leadership today. Schools, as sub-systems of society, cannot survive unless they can adapt and adapt themselves to environmental changes. Methodology: Since school principals play a major role in education, their accurate and well-chosen selection is the goal of the country's educational system. Therefore, the purpose of this study is to design and validate a transformational leadership model for primary school principals. Findings: The analysis of qualitative interviews showed that the four main components of mental persuasion with the following components of encouraging problem solving, knowledge creation, creativity, creation of new ideas, questioning, inspirational motivation component with motivational motives, creating morale, creating a happy environment , Attention to goals, Inspiration, Artificial Influence component with ethics subclasses, Knowledge, Respect, Justice, Commitment, Inspirational thoughts, Participation and component of individual considerations with the following components of attention to individual differences, achievement of organizational goals, the effectiveness of the organization , Assigning the responsibility and individual goals of the interviewees to the managers. In a small section Data were also collected through a transformational leadership questionnaire collected from 500 sample managers and teachers. Finally, the findings on validation showed that the proposed model is valid .Conclusion: School executives in the style of the implementation of leadership style change more dependent on the requirements of the school and the high-level, and somewhat applicable, organization, and believe that such a style, although necessary and necessary, requires its own particular circumstances.

این پژوهش به منظور شناسایی و اولویت بندی نشانگرهای کلیدی عملکرد در مدارس ابتدایی به روش اکتشافی و با بهره گیری از روش های دلفی فازی و سوآرا انجام شده است. خبرگان(جامعه آماری پژوهش)، شامل اساتید مدیریت آموزشی و متخصصان تعلیم و تربیت در وزارت آموزش و پرورش هستند که از طریق روش نمونه گیری هدفمند تعداد 15 نفر تا رسیدن به اشباع نظری انتخاب شدند. ابزار گردآوری داده ها، مصاحبه ساختاریافته است. از مولفه ها و نشانگرهای استخراج شده از ادبیات پژوهش به عنوان پایه و اساس طراحی مصاحبه ساختاریافته استفاده شد. برای شناسائی و غربالگری نشانگرها، از روش دلفی فازی استفاده شد. یافته های پژوهش نشان داد که مدارس دوره ابتدایی دارای 102 نشانگر در 6 مولفه توسعه روابط انسانی، برنامه ریزی استراتژیک، رشد و یادگیری، آموزش و ارزشیابی، مدیریت و رهبری و محیط و جامعه هستند. در پایان با روش سوآرا وزن نهایی مولفه ها و نشانگرهای کلیدی موردنظر به دست آمد که مولفه های مدیریت و رهبری، رشد و یادگیری و محیط و جامعه با اهمیت ترین مولفه ها معرفی شدند. با توجه به نتایج پژوهش می توان اذعان نمود، مدارس و نهادهای بالادستی آن هنوز نیازمند اقدامات مؤثرتری در زمینه مدیریت عملکرد در مدارس ابتدایی هستند.

Purpose: The aim of this study was to identify the components of a comprehensive and local model for evaluation of the education effectiveness in Students working in Iran Khodro. Methodology: This research was applied in terms of purpose, an exploratory (qualitative) one in terms of collecting data, and the foundation data (qualitative stage) type in terms of research methodology; because the aim of an applied research is to solve the problem and eventually access information to make decisions and to meet immediate needs and problems. The statistical population of the study consisted of the students, managers and experts of Iran Khodro education as well as the experts in the field of evaluation of the education effectiveness. 11 people were selected using snowball purposive sampling method as a statistical sample. The data collection instrument was the semi-structured interview. The Auerbach & Silverstein six-step technique (2003), were used for analyzing the Findings: data obtained from the interview. The findings of this study showed that the model of education effectiveness evaluation in Iran Khodro Company includes the field dimensions (including components of period appropriateness and organizational support), input (including comprehensive components, curriculum, lecturer, facilities, equipment, and budget), process (including component of teaching-learning), and individual output (including components of reaction, learning, and behavior), organizational output (including financial and non-financial components), and social outputs (including customer satisfaction component). Conclusion: The evaluation model of organizational education effectiveness of Iran Khodro Company leads to its employees' awareness and development and ultimately leads to improvement of individual and organizational performance.