Modeling
Hossein Abbasi Esfanjani
Abstract
The purpose of this study was to investigate the mediating role of socialization and organizational identity between spiritual leadership and employees’ performance in the Islamic Revolutionary Guard Corps. This study is applied in terms of purpose and descriptive and survey in terms of method. ...
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The purpose of this study was to investigate the mediating role of socialization and organizational identity between spiritual leadership and employees’ performance in the Islamic Revolutionary Guard Corps. This study is applied in terms of purpose and descriptive and survey in terms of method. The statistical population is the Sepah employees of one of the western cities of Iran, and 112 people were selected as a statistical sample by simple random sampling. The research data were collected through standard questionnaires. Data analysis and fitting of the conceptual model with experimental data were done by structural equation method and PLS software. The findings showed that the variable of spiritual leadership directly explains 13.8% of changes related to employees’ performance and indirectly through the mediating variable of socialization to the extent of 63% and through the mediating variable of organizational identity to the extent of 29% affects the variable of performance. The total direct, indirect, and mediated effects of spiritual leadership on socialization and employees’ performance were 0.77, and the total effect of spiritual leadership on organizational identity and employees’ performance was 0.43. The value of variance accounted for (VAF=0.82) also showed that the influence of mediating variables is strong and the intensity of indirect effects is high. Based on the findings, the indirect effect of spiritual leadership on Sepah employees’ performance was confirmed through the variables of socialization and organizational identity. Also, the results showed that spiritual leadership has an impact on employees' socialization and organizational identity, and socialization and organizational identity have a significant effect on employees' performance.
Modeling
Hossein Abbasi Esfanjani; Musa Barzegar valilo
Abstract
The present study aims to analysis of the effect of spiritual leadership on organizational performance through organizational identity. By reviewing the research literature, 26 components of spiritual leadership and 18 components of organizational identity were identified as factors affecting organizational ...
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The present study aims to analysis of the effect of spiritual leadership on organizational performance through organizational identity. By reviewing the research literature, 26 components of spiritual leadership and 18 components of organizational identity were identified as factors affecting organizational performance and then was designed the conceptual framework of the research. Through survey and referring to the statistical sample of 265 managers and experts of the Social Security Organization of East Azerbaijan province, the required data were collected using a questionnaire. The conceptual framework was presented and validation by collecting empirical data and structural equation modeling. Investigating the models of measurement and analysis of factor loads showed that the components of spiritual leadership had the most impact on organizational performance. Also, studying structural model of research and path analysis revealed that there is a strong correlation between spiritual leadership variables with organizational identity and spiritual leadership. The simultaneous analysis of factors influencing organizational performance by structural equation method showed that the components of "spiritual leadership" had the greatest impact on organizational performance. The results of the analysis of path coefficients and the values of the coefficient of determination of R2 showed that the "spiritual leadership" variable directly explained 79.3% of the changes related to the variable "organizational performance". Also, "spiritual leadership" indirectly affects the variable "organizational performance" by means of an intermediate variable "organizational identity" of 34 percent.
