A random simple 320 elementary school teachers (160 male and 160 female) from district I of Shiraz school system were selected and implemented two scales: a) Bass's (1985) Multifactor Leadership questionnaire (MLQ): this instrument was translated into Persian and its validity and reliability was re-confirmed by the researcher. B) Maudy, steers, and Porter's Commitment scale (1974), the Validity and reliability of this scale was confirmed by Mortazavi (1372). The gathered data were analyzed and the following result were revealed: 1) There was found a significant relationship between transformational leadership and organizational commitment (r=0.33, p<0.0001); 2) No significant relationship was found between transactional leadership and organizational commitment; 3) Two way analysis of variance showed no interaction between transformational and transactional leadership and organizational commitment; 4) Male and female transformational leaders differed in the extent of their effects on teachers commitment to the organization: That is female leaders more effective on commitment of teachers to the organization (t=4.40 df=245 P<0.0001); 5) No significant difference was found between transactional leadership styles of two sexes; 6) And finally it was found that charisma as a subcategory of trans formational leadership showed The highest variance (F.5, 196)=5.38 P<0.0001 R2=12).

The main purpose of the study was to pursue the relationship between transformational and transactional leadership styles Concerning Fars Province Educational Office experts' attitude toward organizational change. The population and sample of the research consisted of all Fars Province Educational Office experts in academic year 2007-08. The sample consisted of 202 male and 28 female experts. Two instruments were used: one was designed for transformational leadership and the other for measuring attitude towards organizational change. The first questionnaire consisted of five dimensions: 1. Charismatic leadership 2.Intellectual stimulation 3.Individual consideration, 4.Contingent reward, and 5.Management-by-Exception. Of the five, the last two dimensions belonged to the transactional leadership. The second questionnaire consisted of three dimensions including 1.cognitive, 2.affective, and 3.behavioral. The reliability and validity of the instruments were measured and approved. In order to analyze the data, statistical techniques such as Pearson Correlation Coefficients and Multiple Regression were used. The results were indicative of several points: There were significant relationship between charismatic leadership (r=0.32, p<0.01) and cognitive dimension, intellectual stimulation with cognitive(r=0.21, p<0.01) and behavioral (r=0.23, p<0.01) dimensions, contingent reward with cognitive (r=0.28, 0.01), affective (r=-0.15, p<0.01), and behavioral (r=0.23, p<0.01) dimensions, management-by-exception and affective (r=-0.20, p<0.01) dimension, but the relationship between dimensions of transactional leadership and affective dimension of the attitudes towards organizational change was negative. Results also showed that charismatic leadership dimension was capable to predict affective (b=0.52, P<0.003) and cognitive (b=1.1, P<0.001) dimensions and that contingent reward was capable to predict behavioral dimension (b=0.41, P<0.001) of the attitude towards organizational change.

Leadership as one of the important and influencing organizations factors has been studied extensive. The extent of organization success in achieving pre-determined goals, the amount of employee efforts for organization success and the influence of leader on staffs depend on leader behaviors and style. Theorists have stated numerous leadership styles that have been investigated in this study. Also Full Range Leadership Model that involve Transformational and Transactional leadership styles and their relative behaviors and the influence of these styles on three leadership outcomes such as the amount of employee effort, their perception about leader effectiveness and employee satisfaction rate has been studied. The results of this study showed that Transformational and Transactional leadership behaviors that followed by exception based management (active) are most influential leadership behaviors. Reverse passive/avoidant and Laissez-faire leadership behaviors are least influential leadership behaviors. Also, a leader can use both Transformational and Transactional leaderships, especially conditional reward that is one of the Transactional leadership behaviors. The most influencing leaders are those who regularly use both Transformational leadership (Individualized Consideration, Inspiration, Intellectual, Stimulation, and Charisma) and conditional reward of Transactional leaderships. In this case, Transformational leadership is complement for Transactional leadership.

2Nurses are integral to the healthcare system. Nurse educators must adopt necessary measures to enhance nursing education systems and equip students for contemporary, complex healthcare environments. Transformative education (TE) is an advocated approach to enhance the quality of educational and health systems (1-4). TE is a methodology that asserts the transformation of the conventional notion of education, which primarily emphasizes the transmission of knowledge from the educator to the student (1, 2). Transformational leadership (TFL) is essential for TE. Leadership actions in educational processes influence the quality of teaching and learning, as well as educational results (2). Educational leaders possess significant influence over student learning outcomes and educational reforms. Transformational leadership in healthcare fosters a supportive and empowering environment. A transformative leadership style in healthcare encourages teams to collaborate in providing outstanding patient care and outcomes. Leadership theories originated with the Great Man Theory during the Industrial Revolution, emphasizing hierarchical, leader-centric decision-making that prioritized command-and-control, productivity, and a linear, mechanistic view of organizations. Although TLF began in the political sphere, the word is applicable to any system or organization where a leader inspires and motivates personnel or followers to innovate and adopt constructive change. Nurses in leadership positions must embrace a management approach that motivates, intellectually engages, and favorably impacts team members to enhance both staff and patient satisfaction (5, 6). Transformational nurse leaders cultivate a culture of respect and transparent collaboration. They engage in active listening, tackle both new and persistent issues, and adhere to the same standards they impose on others. An excellent nurse manager exemplifies leadership via actions while fostering robust communication and a collaborative work environment. Characteristics of transformational nurse leaders encompass: • Exemplifying leadership to foster a culture of excellence and perpetual enhancement. • Engaging in ordinary work with creativity and a positive outlook instead of viewing them as just obligations. • Delivering comments and guidance to assist team members in realizing their potential. Be mindful of their individual boundaries to prevent emotional fatigue. Transformational healthcare executives consistently embrace innovative perspectives. They not only share their experiences and vision but also actively solicit feedback from their colleagues. To enhance patient care, one must prioritize patients' values, needs, and preferences throughout therapy. The principles for enhancing patient care encompass collaboration with patients, improvement of patient access, and provision of emotional support. Safety concerns in healthcare, including adverse events, pharmaceutical errors, falls, and surgical errors, are the primary sources of morbidity and mortality worldwide (2,4,7). Researchers are correlating negative patient safety outcomes with ineffective leadership, whereas relational leadership styles, such as Transformational Leadership (TFL), are consistently linked to diminished bad patient outcomes (2,7). A notable proportion of studies indicated that TFL enhances quality patient outcomes and safety, either directly or indirectly. This was hypothesized to stem from TFL exerting a beneficial direct influence on the psychological work environment. Additional evidence directly associates TFL with improved patient outcomes, diminishing the likelihood of adverse events and enhancing the quality of care. TFL is an essential enabler that can enhance job satisfaction in healthcare and mitigate bad outcomes. Evidence indicates that nursing managers with strong transformational leadership traits are likely to enhance nursing staff happiness and reduce the risk of burnout by fostering a supportive and inclusive work environment, either directly or indirectly.

Creativity is one of the influencing variants in proformance improvement and organization survival. Therefore many researchers have studied the factors that have influenced the employees creativity. Of these factors leadership is the most important one. In this article in addition to direct relation of transformational leadership and creativity, the intermediate factors which play role in this effect have been studied. It is a discriptive research and library method has been used in collection of data related to literature review. The result of this article indicates that the style of transformational leadership is one of the most influencial factor and pays the way for employees and organizations creativity. Transformational leadership can increase employees’ creativity through internal motivation reinforcement, intellectual stimulation, psychological empowerment, support of innovation and relative freedom, vision establishment, encouragement and challenges. Work challenge, management support, work freedom and manager influence are factors that play intermediate role in relation between transformational leadership and creativity.

Background & aim: Quality improvement in the field of public health depends on improving the quality of medical education. The national committee for quality improvement has emphasized on creating a transformation in the management and leadership system of medical science education in the Ministry of Health and Treatment. Therefore, the purpose of the present study was to determine and predict the attitude towards organizational changes based on the components of transformational and interactional leadership styles in clinical and basic sciences faculty members of Yasuj University of Medical Sciences. Methods: In the present cross-sectional descriptive research conducted in 2019, the statistical population which included all the clinical and basic sciences faculty members teaching at Yasuj University of Medical Sciences, the participants were selected from the entire census and available for selection. The Bass multi-factor leadership questionnaire and Dunham scale were used to collect data. The collected data were analyzed using Pearson correlation, t and univariate and multivariate regression analysis. Results: 255 clinical and basic science faculty members with an average age of 44. 68 ± 7. 49 (minimum 28 and maximum 65 years) participated in the present study, 89% of the participants were official or contract faculty members and 11% were professors. 56. 5% were faculty members of basic sciences and the rest were clinical. The results of univariate regression analysis indicated that transformational and interactional leadership styles explain 15. 3% and 14. 7% of the variance or dispersion of attitude scores of clinical and basic medical science professors respectively. The order was not statistically significant (p = 0. 387) and (p = 0. 979). The results of multivariate or multiple regression analysis (based on transformational and interactional leadership components) also indicated that transformational and interactional leadership style components were 13. 5% and 12. 7%, respectively. They explain the variance of the scores of attitude towards organizational change in clinical professors and basic sciences of medical sciences, which were not statistically significant (p>0. 05). Conclusion: The components of leadership styles, both transformational and interactional, was not able to predict the attitude towards organizational changes in clinical professors and basic sciences of the University of Medical Sciences.

Background: Transformational leadership has emerged as a new approach in the leadership landscape and has provided the basis for creating and promoting individual and organizational effectiveness by prioritizing changes in the organization. Objective: the aim of this study is to identify the consequences of transformational leadership using meta-analysis. Research method: This research is a meta-analysis in terms of practical purpose and method. The research community included articles published in scientific and research journals on transformational leadership from 2006 to the spring of 2022, of which 95 entered the meta-analysis process using a targeted non-random sampling method as an example. The research was analyzed using CMA2 software. Findings: The findings showed that among the consequences of transformational leadership 0.19% had an effect of less than 0.3; 0.31% had an effect between 0.3 and 0.5; and 0.50% had a high effect of 0.5.. The results also showed that among the consequences of transformational leadership, the variables of work attachment (0.962), job satisfaction (0.860), job performance (0.825) and structural empowerment (0.820) had large effects, respectively. Conclusion: According to the results, transformational leadership, as a leadership style, has specific consequences and impacts on many individual and organizational variables and should be considered by managers.