Author : Mirzaei Daryani, Shahram


Transparency of the Concepts of Directing and Leadership in Organizational Leadership Theory based on Critical Hermeneutics Theory

Shalaleh Kameli; Shahram Mirzaei Daryani; Mohammad Kheirandish; Majid Ahmadlou

International Journal of Organizational Leadership, 2020, Volume 9, Issue 2, Pages 105-122
DOI: 10.33844/ijol.2020.60499

Some researchers consider leadership and directing to be equivalent as much as they use them interchangeably. According to the study of the historical course done in this research, this issue has been seen more than ever in recent texts. In this study, the critical hermeneutics of Prasad’s (2005) four-stage model was used. In the first stage, the data was collected from books, and papers related to organizational leadership theory. To this end, 61 definitions of organizational leadership and eight definitions of directing have been collected from the viewpoint of management experts. Ambiguities were raised in the form of questions about the intentions of the authors of the relevant texts. In the second stage, layers of texts were interpreted, and themes and concepts were extracted. In the third stage, to close the hermeneutic cycle, a narrative case was used, which is the personal experience of an organizational leader of the distinction between leadership and directing. The final stage was suggested to the researchers not to consider the words ‘leadership’ and ‘directing’ equivalent or interchangeable. Directing is a part of leadership that is more or less applied depending on the type of leadership style. It is also recommended for experts in marketing, business and economics to use the alternative terms market pioneer and industry director instead of the words market leader and industry leader because obedience to other organizations may be due to duty not influence or follow-up.

The Effects of Management Skills on Job Satisfaction at Different Organizational Levels in Banks: The Role of Social Support and SelfEfficacy

Jalil Bagheri; Shahram Mirzaei Daryani; Farzad Sattari Ardabili; Behnam Azadi; Majid Ahmadlu

International Journal of Organizational Leadership, 2019, Volume 8, Issue 4, Pages 12-21
DOI: 10.33844/ijol.2020.60484

The current study aims to examine the effects of management skills on job satisfaction and mediating role of self-efficacy and social support. To this end, 236 questionnaires have been collected from managers of Tejarat bank. The results showed that, as individual self-efficacy increases, social support cannot significantly mediate the relationship between management skills and job satisfaction. However, managerial skills had a significant effect on employee's job satisfaction. Also, social support significantly mediated the effects of management skill on job satisfaction. Furthermore, self-efficacy reverses the effect of management skills on job satisfaction. The results further revealed that in high levels of self-efficacy and high skills, job satisfaction for management would be affected by other variables. The satisfaction in higher level of organizations may need to be evaluated through different models rather than current ones.