Introduction: Ethical LEADERSHIP is LEADERSHIP focused on appropriate behavior through respect for ethics and values, as well as the rights and dignity of others. Ethical LEADERSHIP can add value to businesses by motivating employees and fulfilling company values. Therefore, the present research was conducted with the aim of analyzing the relationship between ethical LEADERSHIP and cooperative social responsibility and the moral climate of the organization. Material & Methods: The current research is applied in terms of purpose and descriptive and correlational in terms of data collection method. The statistical population of this research included all employees of Management and Science University (MSU) in Malaysia. Among them, 200 people were selected as the research sample using a simple random sampling method. A standard questionnaire was used to collect data. The data was analyzed by structural equation modeling method. Results: The results of statistical analysis showed that ethical LEADERSHIP has a direct and positive effect on cooperative social responsibility and ethical climate. Also, moral climate has a direct and positive effect on cooperative social responsibility. At the same time, ethical LEADERSHIP has an indirect and positive effect on cooperative social responsibility through the mediation of ethical climate. Conclusion: Ethical LEADERSHIP can affect their social responsibility by inspiring employees to motivate and align with the company's values. The results of this research showed that ethical LEADERSHIP leads to greater employee satisfaction and collaborative responsibility and leads to the formation of an ethical atmosphere in the organization

Background and Objectives: Competent teachers are key factors in improving the educational system. An impactful LEADERSHIP style and teachers' emotional well-being enhance their professional performance, ultimately affecting the quality of student education. This study examined the role of paternal LEADERSHIP in teachers' emotional well-being and development. Methods: This research was conducted using a descriptive correlational method. The statistical population consisted of all primary school teachers in District 1 of Kermanshah city, totaling 906 individuals; of whom, 479 were male teachers and 427 were female teachers. For sample selection, a simple random sampling method was employed, and according to Morgan’s table, a sample of 270 individuals (91 males and 179 females) were chosen. Data were collected using three questionnaires: the Paternalistic LEADERSHIP Style Questionnaire by Cheng et al. (2000); the Emotional Well-Being Questionnaire by Van Katwyk et al. (2000); and the New Jersey Teachers’ Professional Development Questionnaire (2014).   Findings: The results of the study indicated that in the paternal LEADERSHIP style, the components of benevolent and ethical LEADERSHIP had a significant and positive relationship with teachers' emotional well-being and professional development. Additionally, regression analysis revealed that Ethical LEADERSHIP could predict teachers' emotional well-being. Furthermore, ethical and power-oriented LEADERSHIP were found to predict teachers' professional development. Conclusion: This study highlighted the impact of paternalistic LEADERSHIP on teacher well-being and professional development. It suggests that leaders foster a supportive environment for sustainable development and improved educational quality.

This study sought to investigate the influence of newly-emerged LEADERSHIP styles, that is, servant LEADERSHIP, authentic LEADERSHIP, and patriarchal LEADERSHIP on the psychological capital and occupational behavior of hotel staff in the Iranian cities of Sareyn and Ardabil. To this end, the population of the study comprised 312 hotel staff, out of whom 255 people were selected via convenient sampling. The required data were collected through a standard questionnaire which was administered online. The collected data were then analyzed through SPSS software and LISREL software using the structural equation method. The findings proved that all three LEADERSHIP styles investigated in this study influenced the hotel staff’s psychological capital and occupational behavior. Furthermore, the staff’s occupational participation was found to be effective in the provision of extra-role services to the customers. It can thus be argued that the intended novel styles of LEADERSHIP increase individuals’ psychological capital and occupational participation. Therefore, organizations, especially those involved in tourism and accommodation, should try their best to adopt such LEADERSHIP styles.

Introduction: In contemporary organizations such as hospitals, LEADERSHIP effectiveness and employees' satisfaction are two important LEADERSHIP outcomes. Head nurses’ LEADERSHIP styles and their performance play a key role to increase their effectiveness. Choosing an appropriate LEADERSHIP style by head nurses, in addition to improving their performance, enhances nurses’ job satisfaction and results in organizational goal achievement. This study aimed to determine head nurses’ LEADERSHIP style, as perceived by nurses, and its relationship with LEADERSHIP outcomes in the educational-treatment centers of Hamadan University of Medical Sciences, Hamadan, Iran.Methods: In this descriptive- analytical research performed in 2015, the research population was all the nurses in educational- treatment centers of Hamadan University of Medical Sciences (n=950). Using stratified proportional random sampling, 360 nurses were chosen as the research sample. The research instrument was Multifactor LEADERSHIP Questionnaire (MLQ), developed by Bass and Avolio.Results: The results demonstrated that head nurses applied a combination of three LEADERSHIP styles: transformational, transactional, and laissez- fair. The result of multiple regression analysis showed that inspirational motivation, idealized influence, individual consideration and LAISSEZ-FAIR LEADERSHIP accounted for 85% of the variance of LEADERSHIP effectiveness. Individual consideration, idealized influence, management- by- exception active, management- by- exception passive and contingent reward accounted for 74% of variance of nurses’ job satisfaction.Conclusions: The results of this study revealed that there was a significant statistical relationship between head nurses’ LEADERSHIP styles and their LEADERSHIP effectiveness and nurses’ job.

Digital transformation LEADERSHIP is one of the important topics that has attracted a lot of attention in recent years, so the purpose of this research is to provide a model of digital transformation LEADERSHIP in the education of the University of Medical Sciences. The current research is applied in terms of purpose, and in terms of nature and method, it is a qualitative type of foundational data theory. The research community includes academic experts. Data collection was done through targeted and snowball sampling with 15 experts using semi-structured interviews, and MaxQuda software was used for data analysis. Finally, in the coding stage, 6 main categories and 12 sub-categories and 94 codes were selected. To ensure validity and reliability, the findings were approved by the interviewees. The results showed that the rapid development of technology in today's world has greatly affected all aspects of human and organizational life around the world. In the current era, organizations are present in a complex environment with dynamic and fundamental changes, and one of the main aspects of these changes is the exponential development of fourth generation technologies. In this period of the fourth technology revolution, organizations need changes under the name of digital transformation to maintain themselves and remain competitive. In the era of digital transformation, the education industry has also been heavily influenced by technologies. As a result of this rapid growth in education sectors, universities are becoming increasingly digital.