Transactions of the Royal Society of South Australia ISSN ...hcmmodern.com/isi.pdf · Zahiri (1386), entrepreneurship is a long ... caused the formation of new organizations and small

Transactions of the Royal Society of South Australia

ISSN 0372-1426/ Vol 139.No1, 2015

191 © 2015 Available online at http://royalsocietytransactions.org/

Investigation of the Relationship between Transformational Leadership Styles

and Organizational Entrepreneurs, Case Study: the Export Development

Bank of Iran Seyed Mohammad Tabatabaei Far

1, Hossein Hatami

2

1. MA in Public Administration, Islamic Azad University, Central Tehran Branch

2. Faculty Member in Azad University, Central Tehran Branch

Abstract

The aim of this study is to investigate the relationship between transformational leadership and

organizational entrepreneurship in Export Development bank of Iran .The statistical population of this

research is Operational Managers and staff Managers in throughout the bank in the country numbering

340 persons as per the obtained statistic.182 person were selected from Morgan Chart with proportionate

stratified random sampling as the members of statistical sample. The research tools in this study contain

37 questions extracted form Bass & Avolio's standard transformational leadership questionnaire and Hugs

and Morgan standard Organizational entrepreneurship questionnaire in which the answers were on the

basis of 5 point Likert scale spectrum .well worth to say the analyses in the perceptive portion is done on

the basis of path analyze method .Finally the results show that among the transformational leadership

aspects , encouraging mental , ideal characteristic , ideal influence and motivational inspiration have a

significant effect on the organizational entrepreneurship. This study on the basis of purpose is applied

and the type of it is cause and effect with descriptive –measure approach.

Keywords: Transformational Leadership Style, Organizational Entrepreneurship, Encouraging Mental,

Ideal characteristic, Motivational Inspiration.

Introduction

Today, unlike the past, markets in the world,

with daily updates and even moment-to-

moment needs of human societies face and

manufacturing organizations and services

that meet these needs are the main factor

Because of rapid changes and survival and

development to stay ahead in the market

should move quickly and with the right target

(Farhangi, 1386:30); Today the richest

people in the world of knowledge and

entrepreneurship. The development of

modern economy based on innovation and

knowledge based. The survival and

organizational life, requires new approaches

and solutions and entrepreneurship as a

strategic approach and benefit entrepreneurs

in the economic system, could be considered

a model efficient in order to achieve the

objectives of socio-economic development

(Bikarjou and A. Asghari, 1387: 67).

Evolutionary leadership, part of a new

paradigm of leadership and represents the

process that people change and the variables

and values, moral character and long-term

goals related to the assessment of drivers

affecting followers, of the satisfying the

needs of to them as people full of the

functions of this type of leadership.

Transformational leaders, who embrace the

vision to inspire followers to inspire and to

motivate them to achieve something

extraordinary or exceed expectations and

more importantly, as it was their vision and

understand (Bass and Avlio, 1999), And

entrepreneurship as a way to stimulate the

interest of individuals within an organization

is the way that people think they can do

things in a different way and better. In most

cases, the CE will not be supported by the


ISSN 0372-1426/ Vol 139.No1, 2015


organization, with the encouragement and

support of venture capital from outside

organizations and independent entrepreneurs

decide to take. Therefore, in order to prevent

the outflow of entrepreneurs and empowered

the organization, attention to

entrepreneurship and to provide good

grounds for the company's strategy is

strongly emphasized and taken into

consideration (Rahimi Phil Abadi, 1384). In

organizations that are looking to strengthen

their entrepreneurial level, in addition to

strategic planning, efficiency and operational

behavior of senior managers is also of great

importance. Organizational behavior studies

in developed countries show leadership style,

especially the use of transformational

leadership in order to increase the

competence and efficiency of the

management of organizations (yazdan

shenas, and Jamshidian, 1387).

Entrepreneurship, innovation and business

ventures provide improved fuel economy.

World economy on the verge of

transformation and the creation of deep and

fundamental changes to the nature of

organizations and the manufacturing and

service industries are not excluded from this.

Environmental conditions and the rules of

competition is so brutal, complex, dynamic

and uncertain that other organizations can not

only change the superstructure, such as

methods, systems, structure, technology, and

so ensure its long-term survival. In addition,

they can perform a few creative people and

entrepreneurs or entrepreneurial projects over

smaller competitors, agile, innovative,

opportunity-oriented and cost-overcome.

They must provide the conditions so that all

employees can easily find and

entrepreneurial spirit, continuously and

individually or in groups to carry out their

entrepreneurial activities.This requires the

implementation of a phenomenon as

entrepreneurship is important.

Entrepreneurship is rapidly becoming a

weapon of choice for many organizations,

especially small and medium-sized

organizations. (HosseinPoor and Zareivash,

1389). The present study aims to using a

scientific methodology, the relationship

between transformational leadership style

and impact on entrepreneurship in the Export

Development Bank of Iran and put

identification. Thus, the present study sought

to answer the following key questions will

be: "The Export Development Bank of Iran,

transformational leadership style, what is the

relationship with entrepreneurship?"

1. Literature

1.1 transformational leadership styles: One of

the newest approaches that emerged in the

study of leadership, transformational

leadership model developed by Bass (1985)

and by Bass & Avolio is operational.

James McGregor Burns (1987) was the first

person in his book "leadership" Transactional

leadership and transformational terms used.

These terms were used to speed in the areas

of organizational management (Dulewicz &

Higgs, 2005:406). Burns first time, trade

between transformational leadership and

distinction. Needs transformational leaders

and followers raise motivation and leading to

a change in individuals, groups and

organizations. Transactional leadership

subordinates heaped current needs and to

purchase much attention, and in general these

studies, the behavior and characteristics of

transformational leaders have expressed this


ISSN 0372-1426/ Vol 139.No1, 2015


way: Warmth and empathy, the need for

power, eloquence and good expression skills,

intelligence and attention to others. These

leaders are able to raise their followers, their

ability to inspire, Commitment to gain

followers, and may beliefs, Attitudes and

goals of individuals and organizations to

change their norms. Transformational leaders

on subordinates to create the impression that

they are viewed as human beings and to help

people see things in a new way. (Landrum,

2000:152). Based on the theory of

transformational leadership, a leader requires

local actors to perform the duties necessary

for the organization to achieve its desired

goals. Bass, transformational leader who

knows that in order to enhance employee

performance and organization, establishes a

positive relationship with their subordinates,

encourages employees exceeded that of

individual needs and desires of groups and

organizations in order to work.

Transformational leaders encourage their

subordinates to do what they can do (Collins

and Burke, 2001: 244).

Bass and Avolio transformational leadership

in practical terms, the five components or

factors which have been identified as

elements of the theory needs. In this study, to

investigate the relationship between

transformational leadership and

entrepreneurship in the Export Development

Bank of Iran, the components of

transformational leadership theory of Bass

and Avolio based on the following five

aspects: The characteristics of the ideal,

idealized influence, intellectual stimulation,

inspirational motivation, and personal

considerations, were defined: the ideal

characteristics refer to characteristics of its

charismatic leader, trusted and admired his

subordinates, subordinates him as a model

know and try to be like him And the

influence of the ideal of the ideal behaviors

and leaders of the effect of high ideals, a

strong sense of stability and emotional

control. They believe that change and

transform the followers of the way of

communication, role models and to

encourage flowering, strategies to achieve

the mission and goals of the organization.

According to the needs of others before their

own needs, avoiding the use of power for

personal purposes, explaining the high moral

standards, emphasis on trust, providing

authentic moral values, according to the

moral consequences of their decisions and

provide perspective into consideration.

(Graifin, 2003, p. 353). After inspirational

motivation, leadership and encourage staff to

target and reach it with effort, of their belief.

These people usually are optimistic about the

future, and availability goals. And in the

intellectual stimulation, leading to mental

provokes staff. These leaders encourage

followers to creative problem solving

approach and question the assumptions

obvious. They encourage members to

examine problems from different

perspectives and innovative problem-solving

techniques can be applied. This dimension

includes behaviors that increase and develop

the skills and ability followers to thinking

about old problems in new ways and new

help. In fact, the leader of this aspect of his

leadership abilities in the following regarding

the conceptualization, comprehension,

presentation and production of new and

improved solutions, working out and trying

to motivate followers’ leader in innovation


ISSN 0372-1426/ Vol 139.No1, 2015


and creativity in the next is placed. (Bass and

Estedmir, 1999).

Finally, after consideration individual needs

emotional leader meets subordinates. These

leaders recognize their needs and help them

to develop the skills that are necessary to

achieve a specific objective to develop.

These leaders may spend considerable time

raising, education and training, and the leader

of each of their followers as a unique

individual and his attitude; he thinks the

growth and development of their followers in

line it appears to be (Raferly&grefin.2004).

2.1 Baer says organizational

entrepreneurship

The Morris and Jones (1999), the role of

entrepreneurship in government agencies still

spent his childhood. The concept of

"entrepreneurial state" only recently

appeared in the literature of entrepreneurship

as "the process of creating value" to its

citizens through a combination of public and

private resources in order to take advantage

of social opportunities (Zerbinati, S. and

Souitaris, 2004). From the standpoint of

Zahiri (1386), entrepreneurship is a long

process that requires planning in the

education system, especially universities and

centers of higher education. Accordingly, and

since 1380, the Ministry of Science,

Research and Technology Project at the

University of Entrepreneurship Development

and establishment of entrepreneurship

centers in universities affiliated to the

operating units applied. According to

Morrison, a culture of entrepreneurship is

very important. Because it determines the

attitudes of people to new entrepreneurial

activity is established (MOGHIMI, 1384).

The emergence of entrepreneurial culture

caused the formation of new organizations

and small independent companies with the

hope of economic growth have emerged.

Since the organization may have an

entrepreneurial units and common units are,

therefore, two different and even conflicting

organizational cultures too. "Howard

Stevenson" and "David Gumpert" (1998),

these two cultures in the name of

"entrepreneurial culture" and "administrative

culture", have been called. Most academic

studies, organizational EO complex in nature

and that the three key elements for its distinct

consider the following: Innovation, risk-

taking and initiative. Innovation includes an

interest in ideas, new experiences and

creative processes that may result in the

development of product / service is new and

modern technology. Risk refers to support

for the project, despite the risk of failure.

Initiative, as well as the latest initiative to

deal with possible future events and activities

to overcome competitors. Lumpkin & Dess

and other elements as well as elements of

entrepreneurial orientation add. The former

self-determination or autonomy in the

implementation of new ideas and ventures

and other competitive domination (or

compete aggressively) in which

organizations try to improve their position or

to new markets or their entry. In short,

entrepreneurial companies, to develop

innovative projects by anticipated market

opportunities and overcome the tendency

competitors. Our expectations are high, but

their actions also consider the risks, but non-

entrepreneurs firms, on reactive, compliance

and avoid risk on the basis of adherence to

and compliance policies tend competitors. In


ISSN 0372-1426/ Vol 139.No1, 2015


other words, companies without EO stand

and watch. In this study, five above the

Export Development Bank to assess

entrepreneurship are considered. (Hejazi and

Hossein Moghadam, 1392).

Innovation: the third phase of a three-stage

process technology development: (1) patents,

intellectual event, idea, (2) development of

ideas into something that runs and (3)

innovation, something that runs into that lead

to stay in the market. Traditionally, each of

these three terms is often used instead of

every three. An inventive entrepreneur can

do all three phases together, but the

entrepreneur is successful when the third

stages do to obtain as entrepreneurs.

Environmental innovation is a necessity in

the field of entrepreneurship, innovation and

the company's ability to develop products

and introduce them to the market is said to be

successful. Innovation as one of the tools

necessary to compete for long-term success

and survival considered. Studies show the

risk after that risk as an integral function of

entrepreneurship is seen as leading to

success. These risks include financial risks

(including a commitment to high levels of

heavy assets or loans) and that such decisions

involve personal risk. Risk taking ordering

the company to support innovative projects,

even when these activities take place in

uncertainty. Generally, the activities that

could be the company's ability to identify and

exploit market opportunities increase to be

leading his opponent, known Risk taking.

Also after independence refers to the extent

to which employees are looking for work and

decision-making independence are And the

extent to which business decisions,

communicate with customers, communicate

with other staff and freedom and

independence that work And the third

features the pioneering entrepreneurial

performance measures compared to its

competitors and to gain information about

market opportunities. While innovative

activities focused on the implementation

phase, the initiative on the perceived market

opportunities to stimulate innovation. The

latest step by forecasting and follow up new

business opportunities and new markets by

forecasting often called leadership. And to

the aggressive competition, represents the

intensity of the efforts of the company to

industry-leading performance and weakened

competitors. Companies that are highly

aggressive, competition is regarded as an

enemy that must prevail over them.

Aggressive competition intensity indicates

that a company chooses and tries to

competition ahead of competitors (Hejazi and

Hossein Moghadam, 1392).

1.3. Transformational leadership and

entrepreneurship: one of the factors that

play an important role in the life of their

organizations, leaders of organizations that

can have a significant impact on employee

creativity and innovation. Leadership that

can create conditions for the employees a

sense of independence and valuable

employees within the organization and with

more confidence are looking for creative

ideas and entrepreneurial opportunities in the

organization and change, and thus the

progression towards the transformation of the

organization (the Korea et al.,2007).

Transformational leadership stimulates

followers to go beyond their personal

interests to the organization's objectives

(Garcia et al., 2012). Moreover, other studies


ISSN 0372-1426/ Vol 139.No1, 2015


show that such behavior is the first leader in

the market, innovative measures and

persistence in achieving goals,

transformational leadership is interconnected

(Crant, 2000). Several of the positive role of

transformational leadership on promoting

creativity and innovation (Aragon, Garcia

and cordon, 2007; Gumusluoglu and Ilsev,

2009; Gumusluoglu, karakitapoglu and Hirst,

2012), empowerment (Avolio et al, 2004),

the performance and effectiveness

organization (Wang et al., 2005) confirm.

Organizations to adapt to today's changing

world and changing people's willingness to

institutionalize the atmosphere of creativity

and innovation and lead to entrepreneurial

activities in the organization, must be able to

control the changes to the strategies for the

guidance and the help of the

Transformational leaders creating.

Transformational leaders, followers are

motivated to further their personal interests

to the organization's objectives (Garcia et al.,

2012).Transformational leadership,

willingness to change and the nature of

entrepreneurial behavior within the

organization. On the other hand, the leaders

sought by the innovation in the organization

and to Elkins and Keller (2003)

transformational leadership behaviors are

closely related to factors affecting innovation

and creativity in the workplace, such as

Outlook, support for innovation, the

independence of encouraged identify and

challenge. The behavior of this kind of

leadership is likely to be "creative acts

reinforcing forces: personal attention" to

serve as a reward "by identifying and

encouraging followers; intellectual

stimulation." Strengthening of the 'discovery'

by means of support for innovation,

independence and challenge motivation

inspiration "synergistic followers to work

towards the vision.” The feeling of intrinsic

motivation following a major source of

creativity. Thus, self-efficacy, leading to a

high level of performance to be creative.

Transformational leaders who reinforce their

followers should be aware that self-efficacy

can have a positive effect on creativity

followers. Is likely to strengthen self-

motivated employees to develop new ideas

and solutions. (Gumusluoglu and Ilsev, 2009

P 461-473).

Based on the research questions and

hypotheses to study the history and literature

were developed as follows:

Major Premise: transformational leadership

and entrepreneurship in Iran Export

Development Bank meaningful relationship.

Secondary hypotheses:

1. The intellectual stimulation of

entrepreneurship in Iran Export

Development Bank meaningful

relationship.

2. The ideal characteristics of



relationship.

3. Idealized influence of entrepreneurship in

Iran Export Development Bank

meaningful relationship.

4. Inspirational motivation of



relationship.

5. Consideration in individual



relationship.


ISSN 0372-1426/ Vol 139.No1, 2015


2. the research methodology

The aim of this study is applied and the type

of descriptive - (to determine the correlation

between two variables changes) And the

method, field survey And to determine the

population of all of the managerial positions

specified in the organizational chart of the

bank that somehow responsible for the

implementation of policies and the

implementation of banking operations in the

branches of offices and the top managers of

the middle and are responsible Operating

Parameters. Due to the limited number of

340 specific target population, to determine

the sample size and sample size 182 Morgan

was determined that due to the nature of the

population of sampling relative (proportional

sharing ) was used to collect data from the

questionnaire and consisted of two groups of

questions used in the first group; General

Questions containing 4 questions for

demographic variables and the second group,

consisting of specialized questions that

divided into two parts with 20 questions that

questions related to transformational

leadership (Bass and Avolio transformational

leadership using standard questionnaires),

and questions related to entrepreneurship

includes 17 items (using standard

questionnaires Hughes and Morgan, 2007).

The second part consisted of expert questions

as well as for the design of this part of the

spectrum of the 5-point Likert scale, one of

the most common measurement is used. In

the present study, to determine the credibility

(reliability) of the questionnaires, the two

"alpha" and "combined approach" was used.

After collecting the questionnaires and

calculations required for the implementation

of the above mentioned methods, it was

Transformational

Leadership

Intellectual

stimulation

Armani

features

Idealized

influence

Inspirational

Motivation

Attention And

individual

considerations

Corporate

entreprene

urship

Innovation

Leadership

Risk taking

Independence Aggressive

Competition

(Bass & Avolio,

1995)

(Hughes & Morgan,

2007) Chart 1: Model, the relationship between transformational leadership and

organizational entrepreneurship


ISSN 0372-1426/ Vol 139.No1, 2015


found that more than 7/0 is valid for all

variables, and thus the reliability of the

questionnaire was confirmed from this

perspective.

Depending on the type of research and type

of variables, this study analyzed data from

descriptive statistics (frequency, percentage,

graphs, mean and standard deviation) and

inferential statistics were used together.

Descriptive analysis of the data, the SPSS

software and descriptive statistics (mean,

standard deviation, frequency distribution

and related charts) were used. The software

is SMART PLS2 for inferential statistics

(structural equation modeling) were used to

determine the type and severity of the causal

relationships between variables and

hypotheses possible.

1.2. Research findings

The data analysis revealed that among the

182 people who participated in the study, 73

patients (40%) women and 109 (60%) was

men. Also, of these, 7 (8.3%) in the age

group, aged 25 to 35 years, 108 patients

(3/59 percent) in the age group between 36

and 45 years, 52 patients (6/38 percent) aged

between 46 and 55 years, 15 (2.8%) aged

between 56 and 65 years respectively.

Moreover, of the 182 patients, 15 (2.8%) had

a high school diploma, 10 patients (5.5%)

had a high school degree, 98 (8/53%) had a

bachelor's degree, 75 (3 / 31%) had a

master's degree in 2 patients (1.1%) are PhD

graduates. In addition, among 182

participants in the study, 88 patients (4/48

percent) had a history of less than 10 years,

50 patients (5/27%) had a history of 10 to 20

years, 31 patients (17%) had a history of 20

to 30 years, and 13 patients (1.7 percent) had

a history of more than 30 years.

In the following research, measurement

models were used in the study and

interpretation of measurement validity and

reliability study was conducted to evaluate

the reliability of the criteria used Cronbach's

alpha and composite reliability and validity

of the convergent validity (SD AVE) was

used.

The model examined the structure and

purpose of the standard R Squares or R2 and

Q2 criteria used and finally the overall fit of

the model to test hypotheses Structural

equation modeling was performed and finally

a summary of results and findings, the fitting

of measurement model and the structural

model as the following tables:

Variable name Cronbach's alpha

coefficients

The average variance

extracted

Reliability

combined

Instigation of mind 66800 66000 66960

Ideal characteristics 66880 667.8 66908

Idealized influence 667.6 660.0 668.0

Inspirational

motivation 667.. 66067 668.0

Individual

consideration 66789 66.00 6686.

Entrepreneurship 66900 66.70 669.7

Table 1) findings related to the measurement model and structural model


ISSN 0372-1426/ Vol 139.No1, 2015


R2 is a measure used to connect structural

parts of the measured and used structural

equation modeling show that the impact of

exogenous variables on an endogenous

variable effects of endogenous used only to

structures the research model is determined

and the exogenous factors, the amount is

zero.

Table 2) standard R2 each endogenous variable of the model

Variable Standard R2 Consequently,

Entrepreneurship 66900 Powerful

Chin (1998), three values of 0.19, 0.33 and

0.67 as the criterion for the values of low,

moderate and high R2 is introduced. This

means that if the value of R2 is detected a

strong endogenous variables means that the

variables of its strong influence on that

variable, and vice versa. The following table

shows the standard R2 for endogenous

variables of the model. According to the

results for the R2 value for endogenous

variables of the model and according to

three criteria for a strong structural model is

confirmed.

Standard Q2: This standard specifies the

predictive power of the model. Hensler et al.

(2009) about the severity of the predictive

power of the model structures endogenous

three values of 0.02, 0.15 and 0.35,

respectively, which have determined the

predictive power of the weak, medium and

strong indicators of a structure for structure

there. The following table values for the

endogenous variables of the model show

Q2.

Table 3) Q2 criteria

Variable Standard Q2

Consequent

ly

Entrepreneurship 66..6 Powerful

According to the Q2 results for endogenous

variables of the model forecasts a strong

potential fit model and the structural model

is confirmed.

GOF1 criteria

By this measure, the researcher can then

evaluate the fit of the measured and

structural model of research, also fit the

overall control. GOF criteria by Tenenhaus

1. Goodness of fit

(2004) were developed and are calculated

according to the following formula.


ISSN 0372-1426/ Vol 139.No1, 2015


Wetzels et al (2009) three values of 0.01,

0.25 and 0.36 as the values of weak,

medium and strong overall fit of the model

(standard GOF) have been introduced.

According to the three values of 0.01, 0.25

and 0.36 as the values of weak, medium and

strong GOF is introduced (Wetzels et al.,

2009) and to the value of 0.764 for strong

overall model is confirmed.

3. test research hypotheses

Secondary hypotheses to investigate

intellectual stimulation, individualized

consideration, motivation, inspiration,

influence the entrepreneurial ideal and the

ideal characteristics were analyzed. The

results showed that, among the four

dimensions of transformational leadership

(intellectual stimulation, ideal

characteristics, motivation, inspiration and

inspirational motivation) there is a

significant positive correlation with

entrepreneurship. The level of 05/0 per cent

in the relationship between the individual

and corporate entrepreneurship There

consideration. The ratio between the

dimensions of transformational leadership,

intellectual stimulation 260/0, ideal

characteristics of 170/0, 218/0 idealized

influence and inspirational motivation 457/0

and obtained corporate entrepreneurship

index. Test the main hypothesis that the

positive relationship between


entrepreneurship showed that the rate and

intensity of the relationship between


entrepreneurship 973/0 respectively.

1.3. Significant coefficients t (values t-

values) for each of the hypotheses

If the value of these numbers is greater than

1.96, the validity of the relationship between

structures and the results of the study

hypothesis with a confidence level of 95%.

(Numbers significance is at the 99% and

99.9%, respectively, 2.58 and 3.27). Figures

(1-4) and (2-4) is a significant factor t for

each of the hypotheses show. The causal

relationship between transformational

leadership and entrepreneurship in the

context of the structural model and software

by Smart PLS 2, as measured in the form of

(1-3) and (2-3) is shown the relationship

between the two structure research

significant and direct, so that

transformational leadership has a significant

positive impact on entrepreneurship.

2.3. Standardized coefficients paths of

assumptions: standardized coefficients

between dependent and independent

variables indicate that the independent

variable is the percentage of variance

explained. Figures (3-3) and (3-4)

standardized coefficients indicate the

direction of each of the hypotheses.

837.0+83..0+83..0+83500+83.7.+83.8.

.

83.87= Communalities=

83.87 × 839.0

GOF=√ 467.0=


ISSN 0372-1426/ Vol 139.No1, 2015


Figure 1) significant coefficient t main hypothesis

Figure 3-2) standardized path coefficient of the main hypothesis

The standard analysis software Smart PLS

outputs about 97% of the variation

entrepreneurship is predicted by

Transformational Leadership. A. routes

between the main structure analyses showed

the relationship between transformational

leadership and impact on entrepreneurship

in the Export Development Bank of Iran.


ISSN 0372-1426/ Vol 139.No1, 2015


Figure 2) standardized path coefficient significantly related to any of the hypotheses

Figure 3): significant coefficient t minor ones

The following table gives the relationship

between variables based on the hypothesis

according to which action is to approve or

reject the hypothesis.


ISSN 0372-1426/ Vol 139.No1, 2015


Table 4), test hypotheses based on path analysis

Type

theory

Num

ber

Assumptions

Signifi

cant

coeffici

ents (t)

Path

coeffic

ients

The

result

s of

hypot

hesis

testin

g

The main

hypothesis

of this

study

0

Between transformational

leadership and entrepreneurship

in the Export Development Bank

of Iran, there is a significant

relationship.

.6.660 6697. Confi

rmed

Minor

premise

research

0

Export Development Bank of Iran

relationship between intellectual

stimulation significant

organizational entrepreneurs.

.66.7 66006 Confi

rmed

.

The ideal characteristics of


Development Bank of a

significant relationship.

06860 66076 Confi

rmed

.


between idealized influence and

entrepreneurship in a significant

relationship.

866.. 66008 Confi

rmed

.

Inspirational motivation and

entrepreneurship between the

Export Development Bank of

Iran, there is a significant

relationship.

0.600. 66..7 Confi

rmed

0

Consideration of individual and

organizational entrepreneurship in

Iran Export Development Bank of

a significant relationship.

66..0 66668- Rejec

tion

As can be seen from the above table, all

assumptions, except for the hypothesis of a

significant relationship between


entrepreneurship after individual

consideration of the Export Development

Bank of Iran, the significant coefficients

(number t) of 1.96 is higher, so the

confidence level 95% can be said that all the

hypotheses except hypotheses are


ISSN 0372-1426/ Vol 139.No1, 2015


confirmed.The results showed that

motivation and inspiration (in the five

dimensions of transformational leadership),

has a stronger relationship with

entrepreneurship, and can have the highest

impact on entrepreneurship in situ.

Conclusion

The relationship between the five

components of transformational leadership

style of entrepreneurship in the Export

Development Bank of Iran was investigated.

The results showed a significant positive

association between the four dimensions

(instigation subjective characteristics of the

ideal, idealized influence and inspirational

motivation) transformational leadership style

with the Export Development Bank of

entrepreneurship. The results showed that

motivation and inspiration (in the five

dimensions of transformational leadership),

can get the highest impact on

entrepreneurship behind. The interesting

thing was that unlike previous studies, in this

study, attention and personal considerations

did not show a significant relationship

between the entrepreneurship. To test the

main hypothesis of the analysis was on the

agenda. The results of this analysis showed

that the variables "transformational

leadership", with a strong factor 973/0 on

entrepreneurship in Iran Export Development

Bank and the relationship is effective. This is

in line with findings Yazdkhasti and Shirazi

(1389), Shirvani and memar montazerin

(1389), Rostami, siasy and Saadi (1390),

ghahremani, Haji KhajeLu, and abuchenari

(1390), Zahedi et al (1392), HamidianPoor

and Zarei (1393), Darling et al. (2007),

marzban et al (2013) as well. According to

the results of this study confirmed the

hypothesis, the Export Development Bank of

Iran Entrepreneurship employees through the

use of transformational leadership style by

bank managers increases, so formulating a

strategic plan for the bank in the field of

corporate entrepreneurship, requires

managers to be It has the characteristics of

transformational leadership is

transformational. This approach can create

the right conditions in order to organize the

organizational climate to provide ideas and

new ways of communicating and with higher

goals and sticking with managers taking on

the characteristics of transformational

leadership style, can be organized in order to

entrepreneurship in other words, creativity

and innovation within the organization and

towards a brighter future will be conducted.

The results of this study can be used for the

selection, training and development of future

leaders to improve the current leadership

style applied to them using transformational

leadership style and job satisfaction,

organizational effectiveness and promote

creativity and entrepreneurship in

organizations provide. In general, based on

the results of this research to higher levels of

management bank Recommended With

potential capacities and collect accurate and

sufficient human resources to develop a

strategic plan to promote entrepreneurship

within the organization asked questions And

the promotion of entrepreneurial culture

among the employees of the subsidiary to

better support creative ideas and

entrepreneurial attitudes and encourage the

systematic movement of entrepreneurial

people inside the bank provided And to

provide an appropriate context in order to

better focus on the development of


ISSN 0372-1426/ Vol 139.No1, 2015


entrepreneurship, the fields necessary to

make employees more committed to the

bank, entrepreneurs and empowering

prevention of exit and avoid the tendency of

competitors and the creation of

entrepreneurial take entities.

To test the hypothesis on the agenda was the

number one method. The results of this

analysis revealed that "intellectual

stimulation", by a factor of 260/0 on


Bank and the relationship is effective. This

result is consistent with the above findings.

According to the findings of this research

managers Export Development Bank of Iran

can emphasize group goals and sense of

purpose among staff and to draw a clear

vision of the future, and stimulate the staff

under the management to the organizational

goals, he lead. They work with a challenge

for staff and encouraged them to create new

ways to solve problems they can encourage

them to think In other words, the rational

motivation causes of creativity at work and

ultimately enhance corporate

entrepreneurship are in the database. But in

this way they increase the effectiveness of

support personnel. To test the hypothesis (2)

path analysis was on the agenda. The results

of this analysis showed variable "ideal

characteristics", by a factor of 170/0 on


Bank and the relationship is effective. This

result is consistent with the above findings.

Based on the assumption of proper behavior

of bank managers can model for its

employees and therefore have the impact of

indirect and by virtue of this type of staff

increased the efficiency. Managers can also

consider issues of human motivation and

performance of their employees to increase

their work and with more than indirectly

supervise independence for their employees

maintain and thus provide the opportunity to

develop their abilities. In addition, staff

training and new skills and be familiar with

them and their emphasis on expressing their

progress to cause them more effort to

increase efficiency and effectiveness.

To test the hypothesis (3) the analysis was on

the agenda. The results of this analysis

showed that the variables "idealized

influence", by a factor of 218/0 on


Bank has a significant relationship is

effective. This result is consistent with the

above findings. The findings support the

hypothesis consisted of Export Development

Bank of Iran can do a change and

improvement in the personality of their own

employees and benefit from its positive

effects as well as indirect influence through

the norms of morality and its management, as

of Bank staff increase entrepreneurial

attitudes and through the increased

entrepreneurship, areas for improvement,

growth, development and success in all areas

of social, cultural, export Development Bank

of Iran for employees and provide collection.

To test the hypothesis (4) and path analysis

were on the agenda. The results of this

analysis showed that the variables

"inspirational motivation", by a factor of

457/0 on entrepreneurship in Iran Export

Development Bank is effective and has a

significant relationship. This result is

consistent with the above findings.

According to research findings after the


inspirational motivation of corporate


ISSN 0372-1426/ Vol 139.No1, 2015


entrepreneurship in comparison with other

aspects of transformational leadership has

been a higher priority. In other words,

according to the findings of Directors Export

Development Bank of Iran in view of the

consequences of moral decisions about their

employees can believe in, Attitudes and

goals of individuals and organizations to

change norms and basic trust and a positive

attitude towards the bank provide. These

managers can also clarify their values and

beliefs at work for employees, should follow

different views about the way employees

view their work and to respect their opinions

and ideas in the absence of compelling

reasons to accept the offer to provide owners.

To test the hypothesis Number 5: The path

analysis was on the agenda. The results of

this analysis revealed that "personal

consideration", on entrepreneurship in Iran

Export Development Bank effective and have

no meaningful relationship. The result,

surprisingly, the results often contradict

previous studies.

It is worth mentioning that, because

corporate entrepreneurship is a new issue that

has been raised, although research in this

country is not yet important role in studies,

Therefore, further research is recommended

for researchers to discuss this issue further

and introduce its significance to the

managers, to consider the issue of corporate

entrepreneurship and have to pay more

attention to this issue And examined it from

different aspects and its relationship with

other factors discussed in organizational

theory, organizational structure,

organizational performance, organizational

culture to be measured. This study was

conducted in an organization with financial

and competitive nature, it is recommended

that future researchers, government agencies

and non-governmental research similar in

nature to fulfill production.

References

Bass, B. M. Avolio, B. J. MLQ multifactor

leadership questionnaire sampler Set.

Thecnical report, leader from, rater from, and

scoring key for MLQ from 5x-short, 2nd ed.

Mind Garden Palo Alto, (2000).

Bass, B. M., Steidlmeier, P. Ethics, character

and authentic transformational leadership

behavior. Leadership quarterly, 10, (1999).

Bass, B. M., Steidlmeier, P. Ethics, character

and authentic transformational leadership

behavior. Leadership quarterly, 10, (1999).

Bass, B.M. & Avolio, B. shatter the Glass

ceiling: women may make better Managers.

Human resource management, 33, (1994).

Burke, S., and Collins, K.M. (2001). "Gender

differences in leadership styles and

management skills", Women in Management

Review, Vol. 16, No.5.pp 244-256

Dulewicz, V., and Higgs, M. (2005).

"Assessing leadership styles and

organizational context", journal of

Managerial Psychology, Vol.20, No.2,

pp.105-123.

Farhangi, Ali Akbar, Safarzadeh, H

entrepreneurship, (concepts, ideas, models

and applications), the Institute of Labor and

Social Security, Tehran, 1386.

Gompers, paul. Kovner . Anna and Lerner,

Josh and Scharfstein, David (October 2006):"

Skill Vs. Luck In Entrepreneurship and

Venture Capital: Evidence From Serial

Entrepreneurs", NATIONAL BUREAU OF

ECONOMIC RESEARCH


ISSN 0372-1426/ Vol 139.No1, 2015


Griffin, D. (2003). Transformational

Leadership. Available at:

www.Desgriffin.com.

Gumusluoglu, L. & Ilsev, A. (2009).

Transformational leadership, creativity, and

organizational innovation. Journal of

Business Research, 62, 461– 473.

Hoseinpour, D., Zareivash, F. (1389). Model

of entrepreneurship (Case Study of Tehran's

cooperation), cooperation Journal, 21,

Number 4, pp. 194-171.

Hosseini Moghaddam, MR Hejazi, SR,

Journal of Development of Entrepreneurship

"summer 1393 - Number 24 (19 pp. 211 to

229).

Hughes M & Morgan R.E. (2007),”

Deconstructing the relationship between

entrepreneurial orientation and business

performance at the embryonic stage of firm

growth”, Industrial Marketing management,

Vol. 36, pp. 651-661.

Landrum, N. E., Howell, J. P., and Paris, L.

(2000). "Leadership for strategic change",

Leadership & Organization Development

Journal, 21(3): 150- 156

MOGHIMI, SM (1384), "Entrepreneurship in

public organizations", Tehran, Farandish.

Peykarjoo, K, F. Ali Asghari, corporate

entrepreneurship and entrepreneurial

organizations, Tehran, Institute for Strategic

Research, No. 20, 1387.

Rafferly, A. & Griffin, M.A. (2004).

Dimentions of Transformationl Leadership,

conceptual and empirical extensions. The

Leadership Quarterly, 15, 329-354.

Rahimi Phil Abadi, Farajollah. (1384).

Entrepreneurship. Tehran: Nashr Publishing.

yazdanshenas, M. and Jamshidian, M.,

transformational leadership role in managing

change (the knowledge), 1387.

Zerbinati, S. and Souitaris, V. (066.).

Entrepreneurship in the public sector: A

framework of analysis in European local

governments, Faculty of Management, Uk.

Documents

Transactions of the Royal Society of South Australia ISSN ...hcmmodern.com/isi.pdf · Zahiri (1386), entrepreneurship is a long ... caused the formation of new organizations and small