Background: Job satisfaction in medical emergency technicians is vitally important regarding their working conditions and the necessity of accuracy and speed in saving lives. Managers' LEADERSHIP styles are the most important factors which may be correlated with job satisfaction. This research aims to study the relationship between managers' LEADERSHIP style (Transformational, TRANSACTIONAL and Laissez Fair LEADERSHIP) and job satisfaction of medical emergency technicians.Methods: In this research, all persons in emergency medical center of Isfahan city such as technicians, managers of different levels including bases supervisors, deputies, and also head of the center were studied. It was used Multifactor LEADERSHIP Questionnaire (MLQ) and Job Descriptive Index questionnaire (JDI) in order to assess LEADERSHIP style and job satisfaction respectively. The relationship between LEADERSHIP style and job satisfaction was surveyed by using Pearson correlation analysis.Findings: Based on the findings, there was a meaningful relationship between both TRANSACTIONAL and transformational LEADERSHIP styles with job satisfaction (P<0.01). There was no relation between laissez fair LEADERSHIP style with job satisfaction.Conclusion: Research has shown that there is a significant relationship between LEADERSHIP styles of managers and personnel job satisfaction increase. Based on the results, the transformational LEADERSHIP style improves job satisfaction.

Introduction: This research was aimed to investigate the relationship between managers' LEADERSHIP styles and staff empowerment in Ilam hospitals quantitatively.Materials & methods: 182 city hospitals staff was determined in present cross-sectional study. A questionnaire was used for data collection. Its validity and reliability were assured by using expert's comments and Cronbach's alpha (0.82) respectively. Data were analyzed by SPSS16 statistical software and descriptive statistical methods (spearman correlation coefficient) were used.Findings: findings showed that the mean and standard deviation based on exception aspect was 3.09±1.12, reward contingency was 2.82±1.08, contingent reward was 2.95±1.11, idealistic features were 2.22±0.99, personal consideration was 2.51±1.15 and motivational aspect 1.19±1.11.Discussion & Conclusion: Between empowerment and TRANSACTIONAL LEADERSHIP style dimensions including exception aspect, conditional reward, and contingency reward, there were significant relationship only between conditional reward and contingency reward and empowerment while there were no significant relationship between exception aspect and empowerment. There were significant relationship between evolutionary LEADERSHIP style with empowerment dimensions just between idealistic features and personal considerations with empowerment, and there were no significant relationships between motivational dimension of evolutionary LEADERSHIP style and empowerment. Taking into account the results of this research, any of TRANSACTIONAL LEADERSHIP styles, transformative and staff empowerment, staff empowerment in transformational LEADERSHIP style is more powerful than TRANSACTIONAL LEADERSHIP style.

The purpose of this research was to investigate the relationship between transformational and TRANSACTIONAL LEADERSHIP style among the employees' job satisfaction in the Directorate General of Telecommunication in the province of Hamedan. Research methodology is descriptive and the correlation of structural is equation modeling. Counted community includes all the employees and according to Kregecie and Morgan chart and using classical random sampling is collected from 220 (114 females and 106 males) employees. Two questionnaires were used for data collection, including1. Questionnaire Bass and Olive LEADERSHIP style and 2.job satisfaction. To obtain validity and content validity formal methods were used. Cronbach's alpha reliability coefficient is calculated through the order for job satisfaction/088, Transformational style/086and TRANSACTIONAL LEADERSHIP Style /091 respectively. Data were analyzed by descriptive statistics, Pearson correlation coefficient, and t-test for independent groups, ANOVA and stepwise regression. The data collected were analyzed using statistical SPSS. Results show: The application of transformational LEADERSHIP style is above average, but a TRANSACTIONAL LEADERSHIP style and employees' job satisfaction rate are moderate. There are significant positive correlations between transformational LEADERSHIP and job satisfaction, but there are not significant positive between TRANSACTIONAL LEADERSHIP and job satisfaction.