The purpose of present study is to identify the relationship between knowledge leadership and Organizational Intelligence with Organizational effectiveness at the Bu-Ali Sina University of Hamedan. The research method was descriptive-correlational. Statistical population included all staff at the Bu-Ali Sina University of Hamedan of the number was 313 people and Sample size of 171 subjects was determined based on the Cochran formula. Data collected using from three questionnaires knowledge leadership, Organizational Intelligence, and Organizational effectiveness has been conducted. For appointment of the questionnaires reliability was used Cronbach's Alpha coefficient, was estimated 0/93, 0/93 and 0/95 respectively. Results showed that the level of knowledge leadership, Organizational Intelligence and Organizational effectiveness, is above average surface. Pearson correlation coefficient revealed there is a significant positive relationship between knowledge leadership and Organizational Intelligence with Organizational effectiveness. The results of multiple regression analysis indicated that the components of knowledge leadership, Factor of supportingthe learning process of individual and group have most effective in prediction Organizational effectiveness; and the components of Organizational Intelligence, Factors of alignment and congruence, strategic vision and shared fate have the highest impact on the prediction of Organizational effectiveness.

Background: One of the critical requirements for organizations is the Organizational development that can be developed in the light of Organizational and ethical Intelligence. The aim of this study is to evaluate the relationship between moral inteligence and Organizational development with the mediating role of Organizational inteligence. Methods: This is a descriptive-correlation research. The study population includes all employees of the Department of Education in Kurdistan. Among all, 190 subjects were selected by simple sampling method. Three questionnaires were used for data collection: Organizational Intelligence, moral Intelligence and Organizational development. Data were analyzed by Pearson correletion test and for detecting the role of mediator, structural equation model based on Amos software was used. Results: The results of the structural equation showed that there is a positive relationship between moral Intelligence with Organizational Intelligence (0/27). The relationship between these variables and Organizational development was significant (0/25). The relationship between Organizational Intelligence and Organizational development was positive and significant (0/21). Also, the relationship between moral Intelligence and Organizational development with mediating role of Organizational Intelligence was significant (0/53). Conclusion: Organizations have to pay more attention on ethical and Organizational Intelligence for developing Organizational development.

The purpose of this study is to identify the relationship between cultural Intelligence and Organizational Intelligence with Organizational citizen behavior in Tehran University. The research method is descriptive and correlational. The statistical population includes all the employees of Tehran University in the number of 876 people and the sample size was determined based on Cochran's formula to the number of 203 subjects. Data collection has been done using three questionnaires of cultural Intelligence, Organizational Intelligence and Organizational citizen behavior. The reliability of the questionnaires was calculated as 0.86, 0.91, and 0.87 respectively. The results of the analysis show that, among the examined components, only Organizational Intelligence, cognitive dimension, common destiny, application of knowledge, and performance pressure have no effect on Organizational citizenship behavior.

Organizational Intelligence is a new concept in organization and management literature. In the information era, the power of mind is superior to physical strength. Despite the dynamic, uncertain and complex operating environments today, benefiting from Organizational Intelligence and learning process in the organization can increase the competitiveness of an organization to differ from other organizations. This article presents a study to investigate the relationship between Organizational Intelligence and Organizational learning through a descriptive-correlation method. The statistical population included all the staffs working in Shiraz Medical and M.R.I Center, out of which a sample of 162 individuals was selected randomly. Albrecht’s Organizational Intelligence (2002) and Neefe’s Organizational learning (2001) questionnaires were used to collect data’s. The method was Structural Equation Modeling. Data’s were analyzed by the SPSS and AMOS soft wares. Results showed that there is a significant positive relationship between Organizational Intelligence and Organizational learning.

According to theoretical foundation of strategic management, three perspectives have been detected to reach competitive advantage. Environmental perspective, Organizational capability and resources perspective, and competitive Intelligence perspective, which combines sights and analysis, of the two former perspectives. Regarding the globalization of world markets, extension of competition domain, comprehensiveness of information systems, and the significance of inter-corporation competencies, this study tends to develop theories concerning competitive Intelligence and offers a comprehensive model of the components of competitive Intelligence to achieve competitive advantage. The researches made previously have shown three types of Intelligence: strategic-social Intelligence, technological Intelligence, and market Intelligence to attain competitive advantage. However, there has been no study exploring competitive Intelligence about structural-Organizational Intelligence. To access persistent competitive Intelligence, informational infrastructures, flexible and efficient linkage, and placement of these features in one strategic framework are necessary. Therefore, this study is to fill this research gap, and proposes a comprehensive model of competitive Intelligence for the purpose of reaching competitive advantage. For this reason, first we have explored research literature and similar models and identified a set of indexes for structural Organizational Intelligence. Second, with use of factor analysis technique, we have reconsidered and classified important indexes in three batches. Then, with the contribution of structural equation modeling technique, we have examined the 8 Iranian Journal of Trade Studies relationships of new element with existing Intelligence trinity and the synergism Intelligence quartet to gain competitive Intelligence and competitive advantage, and we have determined with structural-Organizational Intelligence it will be possible to attain competitive Intelligence, and competitive advantage will be more stable.

Emotional Intelligence is the distinction factor between top and middle managers. The basis of emotional Intelligence is self-consciousness. Emotional Intelligence applies to a wide range of skills and individual characteristics. People with these awareness's can better control their emotions, behaviors, better understand others, and communicate with them.Research shows that effective top executive managers have more emotional. Capabilities as compared to other managers. They establish very good relations whit managers, staff, and others, have self-confidence, and great power of influencing. Also, from the perspective of their Co- workers and supervisors, they get the better marks, while from the employee's view they don't have such a competency. In this case there are differences between male and female managers. In the case of EI and job differences, there is no documented result. The results of this research can be applied in the selection of managers and their performance improvement.

The effective role of managers and leaders’ political Intelligence in organization fundamental changes are undeniable. Political Intelligence is the Intelligence with which the leaders can make influence over appropriate changes in organization. Political Intelligence is one of the social skills that a transformational leader must know well and use it for more Effectiveness in Organizational change. Each organization Culture has an important role in acceptance of change by employees and staff readiness to change. The leaders make culture through a process of social influence and with impact on employees, guiding them towards the realization of the noble objectives of the organization. In this paper, the impact of political Intelligence on Organizational change in government agencies of Guilan as well as moderating role of organization a culture, regarding political Intelligence and Organizational changes is examined. The research data has been collected from the government agencies of Guilan. This research is practical and its method is descriptive and a survey which collect information through questionnaires. For data analysis, Structural equation modeling and algorithms of partial least squares are used. Results show that the political Intelligence influence on Organizational change and Organizational culture moderate the relationship between political Intelligence and Organizational change.