امیرحسین محمدداوودی

Purpose: Considering the role of leadership in achieving the education missions, present research done with the aim of designing a suitable leadership model to achieve new missions of higher education. Methodology: This study in terms of purpose was applied and in terms of implementation was exploratory combined (qualitative and quantitative). The research population in the qualitative part was the higher education experts and in the quantitative part were the personnel of Islamic Azad University of Tehran province in 2018-19 academic years. The research sample in the qualitative part according to the theoretical saturation principle were estimated 13 people who were selected by purposive sampling method and in the quantitative part according to Cochran’s formula were estimated 385 people who were selected by cluster random sampling method with respect to classes (number of staff in universal branches). To collected data in the qualitative part used from interview and in the quantitative part used from researcher-made questionnaire (51 items) which the its content validity was confirmed by experts and its convergent validity by average variance extracted indicator was confirmed and its reliability was obtained by Cronbach’s alpha method 0.84. To analyze data were used from methods of open, axial and selective coding and exploratory factor analysis in SPSS-22 software. Findings: The findings of the qualitative part showed that suitable leadership had 79 concepts, 63 categories and 7 dimensions and new missions of higher education dad 20 concepts, 15 categories and 3 dimensions. The findings of the quantitative part showed that the suitable leadership model to achieve new missions of higher education had 51 indicators or items and 15 components. Also, a suitable leadership model to achieve new missions of higher education was designed and approved by experts. Conclusion: Based on the findings of the present study, higher education specialists and planners can design and implement programs to realization the new missions of higher education.

Purpose: The main purpose of this article was to identify the dimensions and components of promoting professional ethics in the education system for school principals. Methodology: The research method was mixed (qualitative-quantitative). In order to conduct this research, in addition to the documentary study, the content analysis technique with MAXQDA12 software was used to identify the factors and components. The statistical population in this study was all experts in the field of professional ethics. After the interview, 25 theoretical saturations were conducted and all interviews lasted between 90 and 120 minutes. In addition, semi-structured interviews with university experts in 2019 were conducted in the form of open and pivotal and selective codes, and to determine the validity and reliability of these components and indicators, the content validity method and Cronbach’s alpha (0.824) were used. Findings: According to the semi-structured interviews, 202 open codes with 2651 referrals, 19 core codes and 5 selective codes (educational, organizational, individual, socio-cultural and behavioral) were extracted to promote professional ethics. Then, according to the researcher-made questionnaire, exploratory factor analysis was used to confirm the indicators and components. All components were approved with a factor load above 0.6 and Butler coefficient with 0.9 indicated a high correlation between experts. Conclusion: Professional ethics is one of the basic and serious needs in various sectors of education in the country and can provide the grounds for overcoming this situation of recession and lack of trust and confidence and cultural confusion.

Background: Instrumental ethical climate can affect human resources both physically and mentally in the workplace. This trauma may affect contextual performance or behavior of personnel. The purpose of this study is to investigate the effect of instrumental ethical climate on contextual performance of human resources in banks and financial institutions. Method: Research method was mixed. In qualitative section; Theme analysis and Delphi methods have been used. Statistical population was bank’s expert. The sample size included 11 people who were chosen purposefully and then interviewed by a semi-structured questionnaire. The correlational descriptive method was used for quantitative section. The statistical population consisted of bank’s staff and the sample was 384 people based on Morgan table, who were selected randomly. A researcher-made questionnaire was used. Results: According to library studies, 4 indicators for measuring ethical climate and 18 indicators for contextual performance of human resources were identified. Two additional indicators have also been added after interviewing the experts. In the quantitative section, the instrumental climate had the greatest impact on the bankchr('39')s working environment and its effect on the staffchr('39')s behavior was negative and significantly negative? Conclusion: Instrumental ethical climate has a direct and traumatic effect on human resource performance. In order to increase the level of mental health of employees and the development of the organization, it is necessary to prevent the growth of instrumental ethical climate through educational programs.