Background & Aims of the Study: management and leadership style is one of the characteristics that can be of great help to organizations in the competitive world of industries and organizations. On the other hand, individual factors can also play a decisive role in organizational issues. In competition with other organizations, the retention of human resources which is a daunting challenge for numerous organizations is also regarded as a competitive organizational advantage (8). The present study aimed to determine the role of organizational and individual factors on employees' Intention to stay with an organization in one of the cement factories in southern Iran in 2018. Materials and Methods: The present cross-sectional descriptive-analytical study 142 participants who were randomly selected from among all operational workers on fixed day shifts and rotational shiftwork. Data collection tools included the following questionnaires: a researcher-made demographic form, body map, the Intention to stay questionnaire, Safety leadership questionnaire developed by Tabibi, and Paternalistic management scale designed by Cherry. The obtained data were analyzed in LISREL and SPSS software (version 20) using descriptive and analytical methods, as well as structural equation modeling. Results: The used instruments were reported to be reliable rendering a Cronbach's alpha coefficient of > 0. 7. The results of the body map questionnaire demonstrated that 31 (23. 9%) employees reported pain in the lower back as painful and very painful, which was higher than pain scores in other parts of the body. Moreover, Paternalistic management, Safety leadership, and stress did not show a significant effect on the variables of authoritarianism, Musculoskeletal disorders, and the Intention to stay, respectively (P> 0. 05). Conclusion: As evidenced by the obtained results, when people in authority assume a paternal role in organizations and receive the expected responses from their subordinates, they will witness a remarkable decrease in employees' Intention to leave their present organization.

The objective of present study is to investigate the mediator role of psychological contract in the relationship between Paternalistic leadership and turnover Intention. Statistical population composed of the employees of Food Industry companies in Rasht city, using the Morgan Table, 332 of which were selected as the sample group by simple random selection. In this research, questionnaire was used by 15 items of Paternalistic leadership with Chang et al. (2000), 9 items of the Rousseau’s (2000) psychological contract, and 3 item of Wayne et al.’s (1997) turnover Intention; that validity and reliability were confirmed. Data were analyzed through partial least squares and Smart PLS 2.0 software. The results of the research showed that the model has suitable fit and the observational variables have appropriate reliability and validity. Also, results showed that the Paternalistic leadership has positive and significant effect on psychological contract and it has negative and significant effect on turnover Intention. Psychological contract has negative and significant effect on turnover Intention. The variable of age didn't moderate the relationships between the variables.

Background and aim: Health care organizations spend huge amount asset in attracting, developing, and maintaining an effective workforce. The purpose of this study was to examine the correlation between leadership styles of nurse managers and nurses’ Intention to stay at work in specialized wards in Imam Hossien and Moddaress teaching hospitals, in Tehran, Iran.Material and methods: This study used a descriptive correlational design. The sample of the study consisted of 148 nurses in specialized wards of Imam Hossien and Moddarss teaching hospitals in Tehran. Data were collected by a demographic form, management style measurement questionnaire and Intention to stay questionnaire. The management style questionnaire constituted of a four-point Likert scale with 24 statements, and Intention to stay questionnaire consisted of 21 items with a four-point likert scale. The validity of these questionnaires was determined by content validity. Reliability of questionnaires was assessed by internal consistency measuring Alpha Cronbach, Cronbach’s alpha was0.87 and 0.94 for Intention to stay and leadership style questionnaires respectively. Data were analyzed by SPSS software.Findings: respondents were predominantly female and consist of 83.9% females and 16.9% males. The mean age was 31.5±6 years. There was no significant correlation between the imperious, propitious-advisory leadership styles of nurse managers and nurses’ Intention to stay. There was a significant correlation between partnership management style of nurse managers and nurses’ Intention to stay.

The physical and mental health of employees is an important issue and, at the same time, somewhat was neglected in organizations of the present age that it seems that organizations' managers can influence the shift and turnover of staff by guiding their leadership style towards this. The new problem discussed in discussions on management is the concept of health-promoting leadership. This research was aimed at investigating the relationship between health-promoting leadership and employee intent to stay. This research is applied and in terms of data collection is descriptive and correlation type and is specifically based on path analysis. The statistical population of this research includes all staffs of the provincial headquarters of South Khorasan Electric Power Distribution Company which was ranked 90 personnel according to the company's internal statistics. Sampling was done by simple random method. Health-promoting leadership(Jimenez et al. 2016) and Turnover Intention Scale(Hunt, Osborn, and Martin (1981) questionnaires were used to measure variables in this research. The results of the research hypothesis test indicated that the main hypothesis of the research about the impact of health-promoting leadership on employees’ Intention to stay was confirmed. Among the seven components of health-promoting leadership, only the control of employees had an effect on their Intention to stay, and the effect of other components of health-promoting leadership on the employees’ Intention to stay was not significant.

One aspect of Covid 19 is the various Musculoskeletal and motor problems that patients face. Due to the novelty of this disease, a study which has examined its various side effects has not yet been published. Therapists have dealt with a number of issues in their clinical experience. Thus, an investigation of Musculoskeletal disorders is essential in this disease. In this study, physiotherapy treatments for a case of Covid 19 hospitalization at Masih Daneshvari Hospital were present. A complete evaluation of the patient's Musculoskeletal status was reviewed along with a review of respiratory symptoms, and then a treatment plan. Due to the novelty of this disease, many of its dimensions are unknown. Due to movement disorders in Covid-19 patients, physiotherapy is one of the important components of the treatment program, especially after discharge from the hospital. This small study provides a platform for extensive research on this topic.

The aim of present research was to investigate the relationship between Paternalistic leadership and organizational silence emphasizing on the moderating role of organizational justice. The research method has been descriptive-correlational and the statistical population of the research was the staff of Chaharmahal & Bakhtiari Gas Company including 230 people. By using Kerjesi formula and Morgan table, a sample of 140 employees were selected through simple random sampling method. For collecting data, three standard questionnaires of patriarchal leadership, Chang et al. (2004), Vakola and Bouradas (2005), and organizational justice, Niehoff & Moorman (1993) were used. The reliability of the questionnaires using Cronbach's alpha coefficients was 0. 86, 0. 73 and 0. 79, respectively. SPSS and AMOS software were used to analyze the data. Findings of the research showed that there is a relationship between patriarchal leadership, authoritarian leadership, benevolent leadership and ethical leadership with organizational silence. Considering the moderating role of organizational justice, and given the fact that the level of meaningfulness is lower than the amount The error of 0. 05 and the critical value exceeded the acceptable range of 1. 96, all the hypothesis of the research were confirmed.

This study aimed to investigate role mediator mental health in relationship between dimension Paternalistic leadership with performance job. This research any sort study is descriptive correlational study sample included all staff year 1396 lorestan university has established a number of 575 people. The statistical sample of 234 people is the sample using the method stratified proportional size selected. For data collection questionnaires. Paternalistic leadership vivian sheer (2012), Performance Job paterson (1970) and Mental Health Goldberg & Hillier (1979) was used. For the analysis using of structural equation modeling. The results show that Among the dimensions of Paternalistic leadership, relationship authoritarian leadership with job performance reduse (β =-0/262)relationship benevolent leadership (β = 0. 288) and etical leadership (β = 0. 186) to increased with job performance. The relationship authoritarian leadership decreases with mental health (B =-0. 248), relationship benevolent leadership (β = 0. 175), and etical leadership (β = 0. 452) increase with mental health of theemployee. Ther is relationship increase between mental health with job performance (β = 0. 298). The effect of authoritarian leadership on job performance was indirect (β =-0. 073) explained with mediating role of mental health(β =-0. 335). The effect of benevolent leadership on job performance was indirect (β = 0. 052) explained with mediating role of mental health(β = 0. 034). And the effect of ethical leadership on job performance with the mediating role of was indirect (β = 0. 134) explained with mediating role of mental health(β = 0. 32).