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.

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.

Recent developments in leadership theory have shifted interest from earlier theories of charismatic leadership, that viewed the leader as extraordinary and the followers as dependent on the leader, to neo-charismatic theories and transformational leadership theory, which are concerned with the development and empowerment of the followers to function independently .because of the increasing notice to the leadership in making organizational change in the all of the world, and because of the key function of cultural alternatives to do that, in this research the relationship between transformational leadership and organizational culture with using correlational method has been investigated. research results show that leaders in this ministry see themselves as transformational but their followers don’t see them as transformational and both of the leaders and followers, inform the low level of the cultural elements like integration and identity in ministry .this is the alarm for organizations and ministries that before of the cultural integration, do just the physical integration.