Volume 5, Issue 4 (Winter 2022)
Iranian Journal of Educational Sociology 2022, 5(4): 153-169 |
Back to browse issues page
Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
Rahmati M, Etebarian A, Ebrahimzadeh Dastjerdi R. (2022). Design and Development of a Model for Friendship-Based Leadership. Iranian Journal of Educational Sociology. 5(4), 153-169. doi:10.61186/ijes.5.4.153
URL: http://iase-idje.ir/article-1-1227-en.html
URL: http://iase-idje.ir/article-1-1227-en.html
1- PhD student, Department of Public Administration, Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan (Khorasgan), Iran.
2- Department of Public Administration, Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan (Khorasgan), Iran.
2- Department of Public Administration, Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan (Khorasgan), Iran.
Abstract: (907 Views)
Purpose: Friendship-oriented leadership is one of the relatively new methods of leadership to gain a competitive advantage. Therefore, the purpose of this study was to design and formulate a friendship-oriented leadership model.
Methodology: This study was applied in terms of purpose and qualitative in terms of execution method. The research community was experts and experts in the field of broadcasting leadership in 1400. The sample size was determined based on the principle of theoretical saturation of 20 people, and this number was selected by purposive sampling. The data was collected with a semi-structured interview, the validity of which was confirmed by the triangulation method and the reliability was calculated with the Cohen's kappa coefficient of 0.66. The data were analyzed by open, central and selective coding method based on database theory in MAXQDA software.
Findings: The findings showed that 108 indicators were identified in 11 sub-categories and 6 main categories for the friendship-oriented leadership model; So that the friendship-oriented leadership model in the category of causal conditions includes individual abilities and capabilities and follower conditions, in the category of contextual conditions including organizational characteristics, demographic factors and human resources mechanism, in the category of intervening conditions including the organizational environment and extra-organizational factors, in the category of central phenomenon including leadership Friendship-oriented, in the category of strategies included leadership strategies, and in the category of consequences, it included positive consequences and negative consequences. Finally, the paradigm model of friendship-oriented leadership was designed.
Conclusion: Specialists and organizational planners can use the categories and indicators identified for the friendship-oriented leadership model to improve their organization and create a competitive advantage and improve them in their organization.
Methodology: This study was applied in terms of purpose and qualitative in terms of execution method. The research community was experts and experts in the field of broadcasting leadership in 1400. The sample size was determined based on the principle of theoretical saturation of 20 people, and this number was selected by purposive sampling. The data was collected with a semi-structured interview, the validity of which was confirmed by the triangulation method and the reliability was calculated with the Cohen's kappa coefficient of 0.66. The data were analyzed by open, central and selective coding method based on database theory in MAXQDA software.
Findings: The findings showed that 108 indicators were identified in 11 sub-categories and 6 main categories for the friendship-oriented leadership model; So that the friendship-oriented leadership model in the category of causal conditions includes individual abilities and capabilities and follower conditions, in the category of contextual conditions including organizational characteristics, demographic factors and human resources mechanism, in the category of intervening conditions including the organizational environment and extra-organizational factors, in the category of central phenomenon including leadership Friendship-oriented, in the category of strategies included leadership strategies, and in the category of consequences, it included positive consequences and negative consequences. Finally, the paradigm model of friendship-oriented leadership was designed.
Conclusion: Specialists and organizational planners can use the categories and indicators identified for the friendship-oriented leadership model to improve their organization and create a competitive advantage and improve them in their organization.
References
1. Afshari, J. 2017. "A comparison of leadership styles with respect to biographical characteristics", South African Journal of Human Resource Management, vol. 15, pp. e7. [DOI:10.4102/sajhrm.v15i0.817]
2. Andrea Derler, heidi grant. (2019).Building Brain-Friendly Leadership Models, https://www.researchgate.net/publication/337772377_Building_Brain-Friendly_Leadership_Models
3. Annette, D., G, Jelle. (2014). an explorative study on the connection between ethical leadership, prototypicality and organizational misbehavior in a dutch fire service. International Journal of Leadership Studies, Vol. 8 Iss. 2: 18-43.
4. Bagh Chasadi, Fatemeh and Niazazri, Kiyomarth and Jabari, Negin, 2019, presenting an authentic leadership model for the internationalization of large universities of medical sciences in region one,,,,,https://civilica.com/doc/1185212
5. Baid, G. 2015. Organizational size and complexity, Gaurav Baid, Slideshare.net.
6. Bellé, N. 2014. "Leading to Make a Difference: A Field Experiment on the Performance Effects of Transformational Leadership, Perceived Social Impact, and Public Service Motivation." Journal of Public Administration Research and Theory: J-PART 24(1): 109- 136 [DOI:10.1093/jopart/mut033]
7. Braun, S., K, Nibrele. (2017). authentic leadership extends beyond work: A multilevel model of work-family conflict and enrichment. The Leadership Quarterly 28 (2017) 780-797.Cynicism according to the perceptin of secondary school teachers, [DOI:10.1016/j.leaqua.2017.04.003]
8. Burchard, B. 2014. July 19, What Great Leaders Actually DO [Brendon.com], [Online]. Available: https://youtu.be/6SOTBHAcLV4 [2017, Nov 04,].
9. Burns, J. M. 1978. Leadership. New York: Harper and Row
10. Carnegie, D. & Carnegie, D. 2010. How to win friends and influence people, Pocket Books, New York.
11. Choi, J. 2014, September 24. The Science behind Why Jeff Bezos's Two-Pizza Team Rule Works [Idonethis], [Online]. Available: http://blog.idonethis.com/two-pizza-team/ [2018, Feb 20,].
12. Dale Carnegie, How to Win Friends and Influence People New York: Gallery, 1998. 220.
13. Dalecarnegie "How to Win Friends and Influence People in the Digital Age". Dalecarnegie.com. 2011. Archived from the original on March 13, 2016. Retrieved March 28, 2016.
14. Daniel Hruschka .(2012).Friendship: Development, Ecology, and Evolution of a Relationship
15. Demircelik,E,Korkmaz,M(2017). The relationship between the leadership style of school manager and organization Cynicism according to the perceptin of secondary school teachers.
16. Duhigg, C. 2016, Feb 25. What Google Learned From Its Quest to Build the Perfect Team [New York Times Company], [Online]. Available: https://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html [2018, February 26,].
17. Duhigg, C. 2016. How Google builds the perfect team. Available: https://www.youtube.com/watch?v=v2PaZ8Nl2T4 [2018, February 25,].
18. Ebrahimi, Khadijah and Abdulahi, Daoud, 2019, educational leadership models and their different dimensions in educational systems, the third international conference on psychology, educational sciences, social sciences and humanities,,,https://civilica.com/doc/ 1163134
19. Elrehail, H., O, Lawrence and A, Alsaad. (2018). The impact of Transformational and Authentic leadership on innovation in higher education: The contingent role of knowledge sharing. Telematics and Informatics 45 (2) 1-13. [DOI:10.1016/j.tele.2017.09.018]
20. Fernandez, S., Y. J. Cho, and J. L. Perry. 2010. "Exploring the Link between Integrated Leadership and Public Sector Performance." The Leadership Quarterly 21(2): 308-323. [DOI:10.1016/j.leaqua.2010.01.009]
21. Fowler, J. 2011. "Effective leadership", Nursing management (Harrow, London, England : 1994), vol. 17, no. 9, pp. 38. [DOI:10.7748/nm.17.9.38.s22] [PMID]
22. Graen, G.B. & Schiemann, W.A. 2013. "Leadership-motivated excellence theory: an extension of LMX", Journal of Managerial Psychology, vol. 28, no. 5, pp. 452-469. [DOI:10.1108/JMP-11-2012-0351]
23. Haris A, Spillane J. (2008). Distributed leadership through the looking glass. Management in Education. 22(1):31-4. [DOI:10.1177/0892020607085623]
24. Hassanzadeh Amiri, Mohammad, 2019, Development of organizational leadership in the wisdom model, the fifth international conference on innovation and research in educational sciences, management and psychology, Tehran, https://civilica.com/doc/1042316
25. Hruschka, D.J. 2010. Friendship : Development, Ecology, and Evolution of a Relationship, University of California Press, Berkerley.
26. Humanmetrics 2015, Jul 5. Discover your personality type. Available: http://www.humanmetrics.com/personality [2018, March 20,].
27. Jackson, S.L. 2008. Research methods | A modular approach, .
28. Jastrzembski, B., Jennifer 2007. "Developing leadership skills", American Journal of Health-System Pharmacy, vol. 64, no. 18, pp. 1902. [DOI:10.2146/ajhp060563] [PMID]
29. Jensen, U. T., L. B. Andersen, and C. B. Jacobsen. 2019. "Only When We Agree! How Value Congruence Moderates the Impact of Goal‐Oriented Leadership on Public Service [DOI:10.1111/puar.13008]
30. Johannsen, M. 2017. June-last update, TYPES OF LEADERSHIP STYLES: TEN WORTH KNOWING AND USING. Available: https://www.legacee.com/types-of-leadership-styles/ [2018, Feb 18,].
31. Katr, S. (2018). Friendly Leadership in Modern Teamwork. DEGREE THESIS. Leadership and service design, Turku, Finland.
32. Kay, M. 2015. The 5 Levels of Leadership by John Maxwell. Available: http://psychologyformarketers.com/5-levels-leadership-john-maxwell/ [2017, Nov 14,].
33. Kothari, C.R. 1985. Research methodology: Methods and techniques, Second revised edition edn, .
34. Maxwell, J.C. 2013, Sep 10. John Maxwell The 5 Levels of Leadership [JohnMaxwellCo], [Online]. Available: https://www.youtube.com/watch?v=aPwXeg8ThWI [2017, Nov 4,].
35. McCauley, G. (2004). Leadership in a Quantum Age www. Ottawa, Ontario, Canada: Pro Generations, a division of the WEL Systems Institute. Retrieved September, 6, 2004.
36. McGraw-Hill Education Canada 2012, March 19. The Twelve Absolutes of Leadership. Available: https://www.mheducation.ca/professional/media/business/the-twelve-absolutes-of-leadership/ [2018, April 23,].
37. Melo, R.C. 2014. "Effective Leadership: Competing Values Framework", Procedia Technology, vol. 16, pp. 921-928. [DOI:10.1016/j.protcy.2014.10.044]
38. Mind tools content team 2012, Mar 24. The Seven Dimensions of Culture. Available: https://www.mindtools.com/pages/article/seven-dimensions.htm [2018, Feb 24,].
39. Molavi C. 2015. October 8, What's the Optimal Team Size for Workplace Productivity? [Getflow], [Online]. Available: https://www.getflow.com/blog/optimal-team-size-workplace-productivity [2018, February 26,].
40. Morgan, G. 1998. Images of organization, Executive ed edn, Sage, Thousand Oaks (Calif.), pp. 122.
41. Morgan, J. 2015, Jul 20. The 5 Types Of Organizational Structures. Available: https://www.forbes.com/sites/jacobmorgan/2015/07/20/the-5-types-of-organizational-structures-part-5-holacratic-organizations/#71753dd648a2https://www.forbes.com/sites/jacobmorgan/2015/07/20/the-5-types-of-organizational-structures-part-5-holacratic-organizations/#71753dd648a2 [2018, February 20,].
42. Newman, A, Miao, Q, Schwarz, G, Xu, L. (2017). Servant leadership, trust, and the organizational commitment of public sector employees in China. Public Administration, 92(3), 727-743. [DOI:10.1111/padm.12091]
43. Oberfield Zackary W..(2014).Public Management in Time: A Longitudinal Examination of the Full Range of Leadership Theory, April 2014Journal of Public Administration Research and Theory 24(2):407-429 [DOI:10.1093/jopart/mus060]
44. Ospina, S. M. 2017. "Collective Leadership and Context in Public Administration: Bridging Public Leadership Research and Leadership Studies." Public Administration Review 77(2): 275-287 [DOI:10.1111/puar.12706]
45. Rezapournikro, Ehsan and Herati, Mohsen, 2019, a review of leadership models (with an emphasis on leadership style in Iranian banks), the second international conference on innovation in business and economic management, Tehran, https://civilica.com /doc/1033161
46. Sameh Katr .(2018).Friendly Leadership in Modern Teamwork , Degree Programme and place: Leadership and service design, Turku, Finland.
47. Schwarz, G., N. Eva, and A. Newman. 2020. "Can Public Leadership Increase Public Service Motivation and Job Performance?" Public Administration Review. DOI:10.1111/puar.13182. [DOI:10.1111/puar.13182]
48. Sullivan. N. (2017). A study on the effect of leadership exchange relationship between occupational virgins and organizational commitment. Journal of American Academic Business, 5(1/2), 432-438.
49. Threlfall, D. 2016, AUGUST 29. What is the Ideal Team Size to Maximize Productivity? [Teamgantt], [Online]. Available: https://www.teamgantt.com/blog/what-is-the-ideal-team-size-to-maximize-productivity/ [2018, January 29,].
50. Tummers, L. and E. Knies. 2016. "Measuring Public Leadership: Developing Scales for Four Key Public Leadership Roles." Public Administration 94(2): 433-451 [DOI:10.1111/padm.12224]
51. Van Wart, M. 2014. Leadership in Public Organizations: An Introduction. New York: Routledge [DOI:10.4324/9781315702926]
52. Vogel, D. and A. Kroll. 2016. "The Stability and Change of PSM-Related Values Across Time: Testing Theoretical Expectations Against Panel Data." International Public Management Journal 19(1): 53-77 [DOI:10.1080/10967494.2015.1047544]
53. Weber Edward P. Khademian Anne .(2008). Wicked Problems, Knowledge Challenges, and Collaborative Capacity Builders in Network Settings, March 2008Public Administration Review 68(2):334 - 349 DOI:10.1111/j.1540-6210.2007.00866.x [DOI:10.1111/j.1540-6210.2007.00866.x]
54. Weiss, M., S, Razinskas and M, Hoegl. (2017). Authentic leadership and leaders' mental well-being: An experience sampling study. The Leadership Quarterly 2 (14) 1-13. [DOI:10.1016/j.leaqua.2017.05.007]
55. Wharton School 2006, Jun 14. Is Your Team Too Big? Too Small? What's the Right Number? [Wharton School of the University of Pennsylvania], [Online]. Available: http://knowledge.wharton.upenn.edu/article/is-your-team-too-big-too-small-whats-the-right-number-2/#comments [2018, February 26,].
56. Yager, J. 1999. Friendshifts, 2nd ed. edn, Hannacroix Creek Books, Stamford, CT
57. Yager, J. 2000. Business Protocol, 2nd edition edn, .
58. Zadaghabadi, Tahira and Abdulahi, Daoud, 2019, Comparison of management and educational leadership models with each other, 3rd International Conference on Psychology, Educational Sciences, Social Sciences and Human Sciences, https://civilica.com/doc/1163145
59. Zhang, Q., Y, Liu. (2019). Employees' Environmental Protection and Charitable Donation and Ethical Leadership: An Empirical Study. Int. J. Environ. Res. Public Health: 1-19. [DOI:10.3390/ijerph16132282] [PMID] [PMCID]
Send email to the article author
| Rights and permissions | |
 |
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. |
.jpg)
