International Research Journal of Applied and Basic Sciences 25 Available online at www.irjabs.com ISSN 225-838X / Vol, 9 (4): 66-62 Science Explorer Publications The Relationship between Organizational Learning and Spiritual Leadership with Empowering Employees of Bank Keshavarzi of Golestan Province Mahboubeh Zanganeh, Mohsen Malekmohammadi* Department of Management,Aliabad Katoul Branch,Islamic Azad University,Aliabad Katoul,Iran *Corresponding Author: Mohsen Malekmohammadi ABSTRACT: The aim of this study was to investigate the relationship between organizational learning and empowering employees with the spiritual leadership of the Bank Keshavarzi was the of Golestan province. The study population included all the staff of the Bank Keshavarzi of Golestan province, 38 are of these patients randomly using Table krejcie and Morgan have been chosen. It is based on applied research and the survey and cross-correlation. For data collection, a standardized questionnaire spiritual leadership Fry et al. (25) and organizational learning Nifeh questionnaire (2) and empowerment questionnaire Asprytzr (995) was used, and data were analyzed with the Spearman correlation test. The study showed a 95% confidence level:. the relationship between spiritual leadership and organizational learning of the Bank Keshavarzi of Golestan province was significant. 2. The relationship between spiritual leadership by empowering employees of the Bank Keshavarzi of Golestan province was significant. Keywords: spiritual leadership, organizational learning, empowerment of employees, of the Bank Keshavarzi. INTRODUCTION In the present era, the era of globalization, organizations are faced with a global competitive environment, always felt the need for fundamental change and innovation; forces of global competition, organizations have today that after ten years of work methods and procedures themselves, adopt new working methods (Ziaee et al., 28, p. 3). In fact, in concepts like morality, truth, belief in God or a higher power at work and seeking meaning, altruism, and the research and management actions and business, are all indicative of the emergence of a new paradigm. According to many researchers, this new work paradigm, the paradigm is spiritual (Shabani Bahar et al., 23, p. 25). Spiritual leadership theory, the values, attitudes and behaviors that the intrinsic motivation of themselves and others in a way that leads to spiritual survival and wellbeing through the sense of personal happiness, the purpose and benefit of their membership and others, it is, involves spiritual leadership, vision, first created in which leaders and followers a sense of meaning, understanding of, and appreciation of the meditation, respect and appreciation for their self and others (Matherly et al., 25, p. 7). Fry et al (25) dimensions of spiritual leadership in the next 7 are proud to introduce:. Outlook 2 The love of altruism 3. Faith 4 Significant 5-member 6 Organizational Commitment 7 Performance feedback. Barrels and colleagues (2) suggest that spirituality and spiritual leaders may have influence organizational learning and members of the organization rather than individual learning to encourage organizational learning (Dent et al., 25, p. 33). In order to contribute to the development of business, strategic planners need to provide organizational learning in organizations recognize the importance of spiritual leaders. Learning, which will be a key factor in the modern world economic and organizational needs and to remain competitive environment (Davodi, Ashtari, 22)? Nifeh (2) Organizational learning is divided into seven dimensions, the dimensions are:. Organizational Learning Culture 2 the shared vision 3 working group learning 4 Sharing knowledge 5 systems thinking 6 Participative leadership 7 Development of staff competencies. On the other hand, organizations in the twenty-first century, have found a different way from traditional organizations. In addition to the energy, resource management is thinking and creativity. Under these conditions, not only hierarchical approach would not be appropriate control commands but the employee must
show their own initiative and to solve their problems promptly and in teams that are completely autonomous role (Shabani Bahar et al., 23, p. 7). This new look at the resources and authority it sought. Growing need for personnel who are capable of self-management has led to the empowerment of human resources according to many experts as a new paradigm in the management drew. Speritzer (995) in their model of enabling building has 4 components is described below:. Competency 2 the feeling of having a choice 3 sense of effectiveness 4-feel meaningful jobs. Expectations rise and competition has led public and private banks addressing the issue of empowerment of bank employees in order to maintain and enhance the competitive position of the banks and earn maximum percent market share is of special relevance. Today banks Bashi other organizations and institutions need to increase the level of organizational learning are their goals and policies. State Farm Bank as one of the oldest banks in the country, always seeking to maintain and enhance its competitive position in the banking system, according to the spiritual leadership of the Bank Keshavarzi can increase employees' empowerment and organizational learning and research has been done on this topic in Bank Keshavarzi of Golestan province the bank is part of the human force and its research, researcher trying to find a relationship between these three components is therefore the main question of this research are: Does the spiritual leadership of organizational learning and empowerment of staff of the Bank Keshavarzi of Golestan province, there was a significant relationship? MATERIALS AND METHODS The study in term of application and in terms of cross-survey is correlation. The population in this study consists of all the staff of the Bank Keshavarzi of Golestan province to 38 persons. Given the of patients was determined by krejcie and Morgan, and simple random sampling. Data includes both library and field method is the library method to collect information related to the research question theoretical and applied and field methods to gather information about the population was used for statistical analysis. Data were gathered by a questionnaire in which the three following questionnaires were used:. Fry the spiritual leadership questionnaire (25): 7 components and 28 items 2. Organizational Learning Questionnaire Nifeh (2) contains 3 items 3. Empowerment Questionnaire Speritzer (995) consists of 6 items and content validity study by professors and experts, and was confirmed. To determine the reliability of the study, Cronbach's alpha was used to test the results in the table below: Table. Results of alpha coefficient Variables Cronbach alpha Spiritual leadership /93 Learning /94 Empowerment /89 Since the obtained value of Cronbach's alpha for all the questionnaires have been calculated over 7% it can be concluded that the questions are in line with each other and reliability of the questionnaire. To analyze the test data and the correlation test was used ks normal. The findings normal tests Table 2. results normalized variables Variable Significance level (Sig.) Test result Outlook / Data distribution is not normal Love and altruism /24 Data distribution is not normal Believe /4 Data distribution is not normal Significant Data distribution is not normal Register /2 Data distribution is not normal Commitment Data distribution is not normal Performance feedback / Data distribution is not normal Spiritual leadership /32 Data distribution is not normal Organizational Learning /4 Data distribution is not normal Empowerment /8 Data distribution is not normal According to Table 2, the significance level (Sig.) Normality test variables is smaller than.5 the non-normal distribution of data in this sample, therefore, the non-parametric Spearman test was used to test the research hypotheses used. hypotheses 67
The first main hypothesis: there was a significant relationship between the spiritual leadership and organizational learning of the Bank Keshavarzi of Golestan province. Table 3. Spearman test results between spiritual leadership and organizational learning Index Organizational Learning Spiritual leadership (Spearman Correlation) Organizational Learning /72 ** (Spearman Correlation) Spiritual leadership /72 ** **. Correlation is significant at the.5level (2-tailed). The correlation coefficient (Spearman) obtained between spiritual leadership and organizational learning (.72 = r) is at the level of 95% (. = sig is significant), this means that an increase in spiritual leadership to increase organizational learning employees. As a result, the spiritual leader of organizational learning and there is a direct relationship of Bank Keshavarzi of Golestan province (> r) and the main hypothesis is confirmed in the error.5 =. The first sub-hypothesis test there was a significant relationship between the components of organizational learning the spiritual leadership of the Bank Keshavarzi of Golestan province. Table 4. Results of Spearman correlation between the components of spiritual leadership and organizational learning Variable Dependent variable Spearman coefficient sig Outlook Organizational Learning /462 Love and altruism Organizational Learning /75 Believe Organizational Learning /64 Significant Organizational Learning /266 Register Organizational Learning /373 Commitment Organizational Learning /629 Performance feedback Organizational Learning /597 The correlation coefficient (Spearman) from the perspective of organizational learning (.462 = r) is at the level of 95% (. = sig is significant). As a result, the prospect of organizational learning and there is a direct relationship in Bank Keshavarzi of Golestan (> r). The correlation coefficient (Spearman) between love and altruism obtained with organizational learning (.75 = r) is at the level of 95% (. = sig is significant). As a result, the love of friendship with organizational learning and there is a direct relationship in Bank Keshavarzi f Golestan (> r). The correlation coefficient (Spearman) obtained between faith and organizational learning (.64 = r) is at 95% (. = (sig is significant. As a result of the faith with organizational learning and there is a direct relationship in Bank Keshavarzi of Golestan (> r). The correlation coefficient (Spearman) Obtained significant organizational learning (.266 = r) is at the level of 95% (. = sig is significant). As a result of the significant organizational learning and there is a direct relationship in Bank Keshavarzi of Golestan (> r). The correlation coefficient (Spearman) Obtained join with organizational learning (.373 = r) is at the level of 95% (. = sig is significant), as a result of organizational learning among members of the Bank Keshavarzi of Golestan province and there is a direct relationship (> r). The correlation coefficient (Spearman) obtained between organizational commitment and organizational learning (.629 = r) is at the level of 95% (. = sig is significant as a result of the commitment to organizational learning and there is a direct relationship in Bank Keshavarzi of Golestan (> r). The correlation coefficient (Spearman) between performance feedback obtained with organizational learning (.597 = r) is at the level of 95% (. = (sig is significant, as a result of the feedback function with organizational learning and there is a direct relationship in Bank Keshavarzi of Golestan (> r). The second main hypothesis: there was a significant relationship between the spiritual leadership empowerment Bank Keshavarzi of Golestan provinces. Table 5. Spearman test results between spiritual leadership with empowerment Index Empowerment Spiritual leadership (Spearman Correlation) Empowerment /565 ** (Spearman Correlation) Spiritual leadership /565 ** **. Correlation is significant at the.5level (2-tailed). The correlation coefficient (Spearman) obtained between spiritual leadership with empowerment (565/ = r) is at the level of 95% ( = sig is significant), this means that an increase in spiritual leadership to 68
increase the empowerment of employees. As a result, the spiritual leader Bank Keshavarzi of Golestan with empowerment and there is a direct relationship (> r) and the second main hypothesis is confirmed in the error.5 =. The second sub-hypothesis test between the components of spiritual leadership by empowering employees Keshavarzi Bank of Golestan province, there was a significant relationship. Table 6. Results of Spearman correlation between the components of spiritual leadership and employee empowerment Variable Dependent variable Spearman coefficient sig Outlook Empowerment /434 Love and altruism Empowerment /393 Believe Empowerment /43 Significant Empowerment /443 Register Empowerment /533 Commitment Empowerment /369 Performance feedback Empowerment /484 The correlation coefficient (Spearman) between landscape achieved by empowering employees (.434 = r) is at the level of 95% (. = sig is significant). As a result of the vision of empowering employees with Bank Keshavarzi of Golestan province and there is a direct relationship (> r). The correlation coefficient (Spearman) between love and altruism achieved by empowering employees (.393 = r) is at 95% (. = sig is significant). As a result, the love of friendship with empowerment Bank Keshavarzi of Golestan province and there is a direct relationship (> r). The correlation coefficient (Spearman) between faith achieved by empowering employees (.43 = r) is at the level of 95% (. = sig is significant), as a result of the Bank Keshavarzi of faith by empowering staff and there is a direct relationship Golestan (> r). The correlation coefficient (Spearman) between meaningful results by empowering employees (.443 = r) is at 95% (. = (sig is significant, as a result of the significant strengthening Bank Keshavarzi staff and there is a direct relationship Golestan (> r). The correlation coefficient (Spearman) Obtained by empowering staff members (.533 = r) is at 95% (. = sig is significant). Thus enabling the members of the staff Bank Keshavarzi of Golestan province and there is a direct relationship (> r). The correlation coefficient (Spearman) obtained between organizational commitment and empowerment of employees (.369 = r) is at the level of 95% (. = (sig is significant, as a result of the commitment to the empowerment of staff and there is a direct relationship Bank Keshavarzi of Golestan (> r). The correlation coefficient (Spearman) obtained between performance feedback with empowerment (.484 = r) is at the level of 95% (. = sig is significant), as a result of feedback with empowerment of Bank Keshavarzi of Golestan province and there is a direct relationship (> r). CONCLUSION The results showed that there was a significant relationship between the spiritual leadership of organizational learning and empowerment of staff Bank Keshavarzi of Golestan province. Shabani Bahar et al. 23 research on the role of spiritual leadership in the General Administration of Sports and Youth empowerment Hamedan province, have done and the findings suggest that the spiritual leadership and all of them there is a significant correlation with empowerment which is consistent with the findings of the present study. Matin et al in 22 research on effect of components of spiritual leadership on organizational learning capability of the Institute of Science, have done and the results showed that the components of spiritual leadership there is a significant relationship and organizational learning capability, which is consistent with our results. Godarzvand Chegini et al in 22, a study to determine the role of spiritual leadership of managers on employee empowerment Bank (Case study: Gilan), have done the findings indicate a significant and positive causal relationship between spiritual leadership and empowerment and also describe the results of hypothesis testing which includes the dimensions of spiritual leadership (vision, hope, faith, love and altruism, significantly, membership, commitment and productivity) and empowerment of both public and private banks in Gilan province, there was a significant positive correlation. Nejat Bakhsh and Qorchay 23 research on the relationship between spiritual leadership and empowerment organization's vocational done the results showed that there was a significant relationship between the spiritual leadership and empowerment of technical and professional staff, which is consistent with the findings of the present study. Based on the results of research proposals can be presented as follows: To achieve organizational learning should Bank Keshavarzi in Golestan executives away from conservatism and fear, lack of empowerment of staff of Bank Keshavarzi in Golestan provide the information needed to better manage your collection. Recommended programs for staff familiarity alignment of the benefits of a shared vision of the role of the Bank Keshavarzi are designed with individual goals. 69
Attracting and recruiting processes your organization should be designed people are attracted to organizations that can help a colleague the performance of the task will be to create a learning organization and the effectiveness of the organization. Increasing Bank Keshavarzi delegation to staff in the province increased sense of responsibility and accountability, responsibility towards employees. Workshops on the development of organizational learning are suitable for decision makers in the organization. Employees of Bank Keshavarzi in Golestan can participate in the development of organizational vision statement and goals, their perspective on the organization and assist in promoting their faith. Measures should be taken in Bank Keshavarzi of Golestan staff working in close relationship and with the cooperation established with colleagues and managers, highlighting the successes and work together gratitude for the action. Employees of Bank Keshavarzi in Golestan can assess employee performance and providing feedback on their work in creating incentives for employees in their efforts. Employees of Bank Keshavarzi in Golestan should adopt measures to reform the system of rewards and performance and fair criteria for personnel providing performance feedback to employees with greater devotion and commitment to the organization activities. REFERENCES Davodi AMH, Ashtari E.2. The relationship between spiritual leadership and organizational learning in secondary schools, J ournal of Educational Leadership and Management, University Vahdgrmsar, Fifth Year, No. 3. Dent EB, Higgins EM, Wharff DM.25. Spirituality and leadership: An empirical review of definitions, distinctions and embedded Fry LW, Matherly LL.25.Spiritual Leadership and Organizational Performance: An Exploratory Study, Tarleton State University Central Texas. Fry LW.23.Toward a theory of spiritual leadership, TheLeadership Quarterly, Vol.4. Godarzvand Chegini M, Rezaei Kelidbar HR, Farjadi Nejad Z.2. The role of spiritual leadership of managers on employee empowerment Bank (Case study: Gilan), Journal of Public Administration Mission Second year, first issue. Matherly L, Fry TW.25. Spiritual leadership AND THE StrategyScorecard model of performance excellence: the case of Tomas s corporation:the: The leadership Quarterly, vol6,no. Nejatbakhsh A, Esfahani E, ghoreyshian SA.23. The Role of Spiritual Leadership in the Empowerment of Personnel., A n-e-esfahani et al Int. Journal of Engineering Research and Applications,vol3. Shabani B, Ali Bakhshi GhR, Samadi A.23. Administration of Sports and Youth empowerment spiritual leadership role in Hamedan province, Journal of Sport Management, period 5, No. 3. Zareie Matin H, Nick Maram S, Ahmadi M, Heidari F.22. Effect of components of spiritual leadership on organizational learning capability of the Institute of Science, Journal of the Islamic University, the first year, 2. Ziaee MS, Nargesian A, Ybaghy Esfahani S. 28. Spiritual leadership role in empowering employees Tehran University, Public Administration, Volume, Number. 62