علیرضا شیروانی

Purpose: The purpose of this qualitative study was to identify and analyze the factors influencing Authentic leadership in the Tax Administration of Iran. Methodology: The present study was qualitative in nature and was conducted using Delphi technique. The statistical population of the study consisted of experts, experts and managers specializing in tax affairs who had experience in the field of genuine leadership. There were 8 of them. These individuals were selected using targeted sampling. In order to collect data, a questionnaire was used which was distributed in 3 stages. In the first stage, after collecting the opinions of the respondents, similar opinions were identified and the main fields were identified. By identifying concepts and factors, a structured questionnaire was designed that was used as a tool for the second stage of Delphi. In the third round of Delphi, comments were ranked and statistical summaries were prepared, and finally the factors influencing genuine leadership in the tax administration were identified. In order to analyze the data, using the content analysis method, the results of the first stage of the Delphi questionnaire were analyzed and the main sentences and concepts were extracted. Findings: The findings of Delphi's analysis indicated that 16 factors were influential in genuine tax leadership. In other words, according to the main loads, the research model had a good reputation and strategic vision with a factor load (0.98) was the most determining factor in genuine leadership. Conclusion: The foundation of genuine leadership with the concept of originality expresses the conditions in which individuals behave in accordance with their values ​​and beliefs and their high human nature.

Purpose : Shared leadership is a form of leadership in which all organizational employees have an important role. As a result, the purpose of this research was providing a model for shared leadership in governmental organizations. Methodology : This study was cross-sectional from type of descriptive-analytical. The research population was managers and deputies of governmental organizations of Isfahan city in 2020 year, which according to the Cochran's formula the sample size estimated 214 people who were selected by cluster random sampling method. The research instrument was a 98-item researcher-made questionnaire whose content validity was confirmed by 10 experts after removing 6 items and its reliability was obtained by Cronbach's alpha method 0.97. After data collected by researcher-made questionnaire were analyzed with using exploratory factor analysis and structural equation modeling in SPSS and Smart PLS software. Findings : Findings showed that shared leadership in governmental organizations had eight factors of individual, group, environmental, administrative health, administrative corruption, work ethic, political behavior and Islamic management; So that the factor load of all items and the eight mentioned factors was higher than 0.40, the average variance extracted of the eight factors was higher than 0.50 and the Cronbach's alpha reliability and the combined reliability of the eight factors was higher than 0.80. Also, the model of shared leadership in governmental organizations had a good fit and shared leadership had a direct and significant effect on all eight factors (P<0.05). Conclusion : The results indicated the existence and effective role of eight factors of individual, group, environmental, administrative health, administrative corruption, work ethic, political behavior and Islamic management on shared leadership. Therefore, in order to improve and promote shared leadership in governmental organizations can provide the ground for improving the eight mentioned factors.

This article examined the organizational ambidexterity model for digital innovation in the banking industry and explained the dimensions of the ambidexterity model in this organization. Regarding intense competition and rapid changes and variations in products, processes, and technologies in today's world, organizations and managers must be ambidextrous to remain successful over time; Ambidexterity means the ability to simultaneously succeed in two contradictory abilities, for example, ambidexterity such as taking advantage of present opportunities, and discovering and creating new opportunities for the future, adaptation, alignment, flexibility, and efficiency. But the key questions are “what are the dimensions and components of organizational ambiguity?”, and “What is the current and favorable situation of Saderat Bank of Iran in this regard? Orienting an organization as an integrated set in order to reach ambidexterity and sustain it requires a set of causal, contextual, interventional, and strategic factors which ultimately lead to the consequences of organizational ambiguity. This study identified the dimensions and components of organizational ambidexterity through reviewing the literature on organizational ambidexterity as well as interviewing an expert group and analyzing their viewpoints. Then, by distributing a researcher-made questionnaire and statistical analysis, it examined the research pattern in the current and desirable situation of the organization.

Purpose: The purpose of this study is to improve the organizational adequacy model for the digital maturity of Iranian offices with a data-based approach. Methodology: This research was conducted with a qualitative-inductive approach and the Strauss-Corbin contextual theory method. The research tool (data collection) was a semi-structured interview, which means that by analyzing qualitative data, it identifies the unknown aspects of the research variables. Using the grounded theory method, the data obtained from interviews with 10 elites and qualified specialists of the Telecommunication Organization were analyzed in three stages of open, axial and selective coding. Results: 14 general categories were presented in the form of a paradigm model that these factors include causal conditions (law and regulations, organizational culture, organizational structure, need for organizational adequacy, customer relationship management) central phenomenon (promotion of organizational adequacy in the Iranian administrative system), underlying conditions (Organizational development method), intervening conditions (effectiveness of human resources, organizational principles, and criteria, organizational adequacy thinking) and strategies (growth and development of administrative culture, development of basic criteria of organizational adequacy, organizational excellence strategy) and consequences (achievement of organizational goals, achievement of master goals Reference). Conclusion: Human resources are most valuable factor of production and most important capital and main source of competitive advantage and the creation of basic capabilities and real estate wealth in the areas of talent recognition, monitoring of any organization is considered, so performance capital It is necessary to improve it. Telecommunication organization with knowledge developments can continuously improve organizational adequacy to achieve digital maturity.

Organizational DNA expresses a method of investigation, thinking, reflection and thought about organizations, which examines the patterns of organizations, management practices, leadership style and other concepts related to the organization. Organizational DNA uses very diverse approaches to understand and recognize the organization, instead of organizational models and forms, by examining issues such as teamwork, decision-making, and development and improvement of human resources as separate or at least independent variables. In this research, by using the theoretical framework and using quantitative and qualitative methods, it has been done to identify the dominant DNA in Tocafulad Holding companies and determine the relationship model of hidden components using covariance analysis. The statistical population includes 435 employees of Isfahan Tokafulad companies and 6 company experts who used a mixed or mixed design to conduct the research. The technique of structural equations has been used to improve the model and evaluate the components and indicators to check and identify the model. In order to answer the research question, the steps are: 1) presentation of the conceptual model of the relationship between the corporate DNA and the investigated components, 2) quantitative evaluation of the components and indicators of the model, 3) determining the mutual influence of the hidden variables and the obvious variables of the model and 4) the relationship Between the apparent variables of the components with each other and the verification of the initial conceptual model has been carried out and then the model has been improved and finally the dominant DNA has been determined. The research showed that semantic DNA with a factor load of 0.93 is the dominant DNA in 4 out of 6 companies under investigation. It was also found that planning and payment system are the least important and change processes are the most important in line with the improvement model. In the improved model based on covariance analysis, the mutual effects of payment system and planning with mission, leadership style with teamwork, performance management with decision-making, interpersonal relations with change processes and change processes with work group should be considered.

Basically, the progressing society without the presence and existence of specialized work resources with strong tendencies towards ethics and professional principles in the work environment will not be able to achieve its lofty goals and experience development and growth in various economic, political and cultural sectors. Based on this, the current research aims to provide a model of professionalism in the system Iran administration was done. The current research is a qualitative research method. Research in terms of the result of the component It is developmental-applied research that the statistical population of this research is 25 elite people identified in the University of Medical Sciences They were from Shiraz, who were interviewed who had at least 10 years of experience and had a master's degree and a doctorate and the snowball sampling continued until the opinions of these experts reached the point of theoretical saturation and direction Conducting research after designing the general questions and formulating the interview process, conducting in-depth interviews with experts became. The data collected in this research were combined using thematic analysis technique. To review the validity of the research findings was presented to the participants and the text of the theory was studied by them and their points of view were applied at the end of this research, it was studied and reviewed by the professors, and some points were made to modify or change the final theory became. Reliability of data by showing the path of researchers' decisions and also placing all the raw data of the analysis done, the codes, categories, the process of studying the primary goals and questions were given to the academic professors and the desired corrections applied. In order to analyze the data, schematic analysis and data base theory were used. In the presented model, and social accountability as causal factors, organizational conditions as background factors, requirements and necessity environmental factors as intervening factors. In addition, with strategies such as creating open doors for dialogue Knowledge and convergence of actions with professionalism can lead to consequences such as social, financial and behavioral functional results Clients and employees found hands.

Learning is a new paradigm that is introduced in today's organizations. The purpose of this study is to determine learning contingency model from the mistakes using TOPSIS. Variables were identified using the Delphi technique. The samples of this study were consisted 30 public administrators in Iran. The results show which factors have the greatest impact and which causes the least impact on learning from mistakes in public sector of Iran.