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1 STUDYING THE RELATIONSHIP AMONG SPIRITUAL LEADERSHIP AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR ATTRIBUTES (CASE STUDY: REGISTRY OF DEEDS AND LANDED-ESTATE PROPERTIES IN Abstract ISFAHAN PROVINCE) Marzieh Raddanipour 3, Dr.Seyed Ali Siadat 4 Today effective leadership is considered as an irreplaceable factor for organizational success and organizations attach more importance to leadership. For this reason, identification of an appropriate leadership model plays an important role in effectiveness of organizations. One of the leadership models is spiritual leadership. The current study was conducted in order to investigate the relationship among spiritual leadership and organizational citizenship behavior in the Registry of Deeds and Landed-Estate Properties in Isfahan province. The relationship among spiritual leadership and organizational citizenship behavior attributes (civil virtue, altruism, conscientiousness, sportsmanship and courtesy) was studied and the hypotheses were proposed based on it. The survey was conducted using descriptive-field method. The statistical population was consisted of all formal and contract employees working at the Registry of Deeds and Landed-Estate Properties in Isfahan province (N=210) in 2013 among whom one-hundred forty two persons were selected through stratified random sampling method as the research sample. Tools of data collection included spiritual leadership questionnaire with twenty four questions and organizational citizenship behavior questionnaire with twenty questions. Reliability coefficient was obtained equal to and for each questionnaire respectively by means of Cronbach's alpha coefficient. Data analysis was performed at two descriptive statistics and inferential statistics levels using SPSS 15 software. Research findings revealed that there is a positive and significant relationship between spiritual leadership and organizational citizenship behavior given that the correlation coefficient between spiritual leadership and organizational citizenship behavior of employees was calculated equal to It means that organizational citizenship behavior is improved if level of spiritual leadership indexes is enhanced. Similarly, studying the relationship between 3 -(Corresponding Author) MSc of public Management in Dehaghan Branch, Islamic Azad University,Isfahan,Iran 4 -Associate Professor, Faculty of Educational Sciences and Psychology, University of Isfahan, Isfahan, Iran COPY RIGHT 2013 Institute of Interdisciplinary Business Research 181

2 organizational citizenship behavior and demographic characteristics showed that there is no significant relationship among attributes of civil virtue, conscientiousness and sportsmanship with demographic characteristics but there is a significant relationship among altruism and courtesy with education. Key words: Leadership, Spiritual Leadership, Organizational Citizenship Behavior Introduction Despite that scholars believe that leadership styles are the most importantfactors in success or failure of organizations, the vital role of employees should not be neglected, because in the current competitive environment organizationsthat are able to utilize all capabilities of their human resources are able to continue their activity and survival. Today, organizations need committed and motivated human resources in order to achieve success and compete with other organizations. These human resources devote themselves to the organization and attempt highly to realize its purposes besides doing their own tasks. These people play a role beyond the determined task and are loyal to the organization and believe that success or failure of the organization is their own success or failure. This type of behavior in modern management literature is referred to as organizational citizenship behavior. Organizational citizenship behavior is a group of voluntary behaviors that people perform beyond job expectations and job description despite that the organization does not force them to perform such acts. Some benefits are created for the organization through performing those behaviors. It means that although they are not encouraged directly by organizational reward but increased effectiveness of the organization is resulted. Organ proposed dimensions of organizational citizenship behavior in 1988 that include sportsmanship, civic virtue (accountable participation of employees), consciousness, altruism and courtesy. Results of studies reveal that managers can train organizational citizenship behavior through establishment or improvement of a positive work environment instead of resorting to compulsion. According to the studies focused on factors which establish organizational citizenship behavior, factors such as job satisfaction, organizational commitment, organizational identity, organizational justice, trust, leadership type and the relationship between the leader and follower have been proposed (Gholipour, 2008, p. 383). COPY RIGHT 2013 Institute of Interdisciplinary Business Research 182

3 Managers can decrease some general problems of organizations such as employees' dissatisfaction and totally decreased performance and productivity by adopting suitable leadership styles. One of the apprehensions of managers with regard to their employees is that they can make their employees loyal to the organization and enhance their work ethic through creating sense of identity and importance in them by making relations with regard to the determined purposes. Therefore, leaders try to provide the maturity level of organizations as well as individual, group and organizational growth and development by adopting various leadership styles proportional to culture and realize organizational purposes through investment to improve organizational citizenship behavior. Spiritual leadership is one of the styles that has been considered by researchers in recent years. It helps employees to a large extent to recognize the real meaning of their job through paying attention to basic needs of followers and it creates a common perspective and common values for employees by creating organizational attachment and increasing of meaningfulness in work for employees. In this way it enhances the level of organizational commitment and productivity besides increasing employees' participation and empowerment (Fry, 2003). Research purposes 1- Determining the relationship between spiritual leadership and organizational citizenship behavior at the Registry of Deeds and Landed-Estate Properties in IsfahanProvince 2- Studying the relationship among organizational citizenship behavior and demographic characteristics of employees at the Registry of Deeds and Landed-Estate Properties in IsfahanProvince Hypotheses 1- There is a relationship between spiritual leadership and organizational citizenship behavior of employees at the Registry of Deeds and Landed-Estate Properties in IsfahanProvince. 2- There is a relationship among organizational citizenship behavior and demographic characteristics of employees at the Registry of Deeds and Landed-Estate Properties in IsfahanProvince. COPY RIGHT 2013 Institute of Interdisciplinary Business Research 183

4 Methodology The survey was conducted using descriptive-field method. The statistical population was consisted of all formal and contract employees working at the Registry of Deeds and Landed- Estate Properties in Isfahan province (N=210) in 2013 among whom one-hundred forty two persons were selected through stratified random sampling method as the research sample. Historical study was used to collect one part of data and questionnaire was used for field studies. The applied questionnaire was composed of two sections and forty four questions based on Likert five-option scale. The first section of Fry's spiritual leadership questionnaire (2005) included 24 questions was used to measure spiritual leadership characteristics (perspective, altruism, faith and hope in work, meaningfulness in work, organizational membership and belonging, organizational commitment, performance feedback) and the second section of Moghimi's organizational citizenship behavior questionnaire included 20 questions was used for organizational citizenship behavior components (civic virtue, altruism, consciousness, sportsmanship and courtesy). Cronbach's alpha coefficient for the questionnaires was equal to and respectively that show high reliability of the measurement tool. Also Kolmogoroff-Smirnoff test was employed to investigate normality of distributions, Pierson and Spearman correlation tests were used to study significance of hypotheses and SPSS 15 software was utilized for data analysis. Research background The results of Farhangi et al.'s study (2007) show that there is a significant relationship between spirituality at work environment and organizational citizenship behavior. Also in a study entitled the role of spirituality in efficiency of the banking industry Zahedi and Alipanahi (2000) found out thatthere is a significant and direct relationship between spirituality and efficiency of the organization and spirituality increases efficiency of the organization through meaningfulness in work. In a survey entitled studying the relation among spiritual leadership components and job motivation of faculty members that was performed at ShahidBeheshti University Zakeri (2012) concluded that all dimensions of spiritual leadership (perspective, altruism, faith and hope in work, organizational membership and belonging, organizational commitment, performance feedback) have a significant relationship with job motivation and improvement of these factors increases job motivation of the faculty members. COPY RIGHT 2013 Institute of Interdisciplinary Business Research 184

5 Riahi (2012) studied the relationship between servant leadership and organizational citizenship behavior at University of Isfahan and perceived that there is a positive and significant correlation between servant leadership and organizational citizenship behavior and whatever the level of servant leadership is higher, level of components of organizational citizenship behavior will be increased. Burns and Carpenter (2008) performed a research entitled the relationship between organizational citizenship behavior and leadership style of managers of educational institutions. They found out thatorganizational citizenship behavior has a positive effect on organizational effectiveness and trust among the employees and managers has a key role in showing citizenship behaviors. Idin and Cilan (2009) investigated the effect of spiritual leadership on organizational learning capability for organizational development. The results obtained from this survey revealed that organizational learning capability has a considerable relation with each dimension of servant leadership but spiritual leadership does not have much effect on organizational learning capability. In a research entitled the effect of spiritual leadership on organizational performance Fry et al. (2011) studied the dynamic relationship between spiritual leadership and mental health through results of an organization in a military college in US. Findings of this research indicate there is a positive and significant relationship between spiritual leadership and some organizational results such as organizational commitment and totally spiritual leadership improves organizational performance. Conceptual model Civic virtue Spiritual leadership Organizational citizenship behavior Altruism Consciousness Sportsmanship Courtesy COPY RIGHT 2013 Institute of Interdisciplinary Business Research 185

6 Spiritual leadership Promulgation of spirituality at work environment is a tool that guarantees survival of organizations against the current insecure environments. Indeed, a spiritual leader creates a perspective of the organization's future through his/her unique characteristics and influences in employees so that they will believe in realization of the organization's perspective and hope its future. Therefore, it increases internal motivation of employees to try more. On the other side, people will consider themselves and their past life deeply and will make favorable relations with others through promulgation of the altruism culture. Indeed a spiritual leader is the one who provides spiritual survival of organizational members using values, attitudes and behaviors that are essential for his/her internal motivation and that of others. He/she does this in two steps: 1- While any of leaders and organizational followers feels that he/she has an important job, the spiritual leader creates a common perspective. 2- The spiritual leader causes employees to show a special interest in themselves and others by implementing the socialorganizational culture and they will feel that others are important too. Also they should be appreciated due to their job (Fry, 2003). Fry's causal spiritual leadership theory Spiritual leadership theory is a causal theory for changing the organization that has been proposed to establish a learning organization. This theory was developed based on internal motivation model that is a combination of perspective, believing in realization of purpose, mission and perspective of the organization, altruism, meaningfulness in work and faith and organizational membership and belonging.paying attention to basic needs of followers to provide their spiritual survival through this is the purpose of spiritual leadership. Such leadership causes employees to perceive real meaning of their job and attach importance to it (meaningfulness in work). Also they feel that their job is important in view of the organization and other colleagues (organizational membership and belonging). These leaders create common perspective and values for employees and thus team as well as organizational empowerment will be enhanced. Spiritual leadership has established a perspective of the organization's future and influences in employees so that they will believe in realization of the organization's perspective and hope its future. Thus, it increases internal motivation of employees to try more.on the other side, people will consider themselves and their past life COPY RIGHT 2013 Institute of Interdisciplinary Business Research 186

7 deeply and will make favorable relations with others through promulgation of the altruism culture (Fry, 2003). Organizational citizenship behavior The term organizational citizenship behavior was proposed by Organ et al. in 1983 for the first time. Organ (1988) believes that organizational citizenship behavior is an individual and voluntary behavior that is not designed directly through official reward systems in the organization but is led to enhancement of efficiency and effectiveness of organizational performance. By this definition, humans as organizational members are expected to act in service of organizational purposes beyond the necessities of their role and the official tasks. In other words, structure of organizational citizenship behavior seeks to identify, administer and evaluate extra-role behaviors of employees who are active in the organization and organizational effectiveness is improved due to their behaviors (Binstok, 2003). Literature review show that there are two major approaches in definition of the term organizational citizenship behavior. Organ and other researchers prior to him have considered this kind of behavior as extra-role behavior, so assistances of people at work environment are beyond the necessities of the role that have been determined for them and are not appreciated directly and apparently through the formal reward system (Castro et al., 2004). Dimensions of organizational citizenship behavior There are different opinions about dimensions of organizational citizenship behavior. Organ (1998) has mentioned five dimensions for organizational citizenship behavior that are: sportsmanship, civic virtue, consciousness, altruism and courtesy. 1- Sportsmanship In this aspect employees decrease their complaints, fault-findings, and grumbles in the organization through their chivalric behavior and allocate their time to do most of organizational activities and attempts. Sportsmanship or tolerability refers patience against unfavorable situations without any objection, dissatisfaction and complaint (Podsakoff et al., 1991). COPY RIGHT 2013 Institute of Interdisciplinary Business Research 187

8 2- Civic virtue Civic virtue is told to any behavior indicating active and accountable cooperation of the individual while performing the tasks that increases popularity of the organization. It includes behaviors such as taking part in extracurricular activities when their presence is not necessary, supporting the development and changes offered by the managers and tendency to study books and magazines, enhancement of public information and importance of installing posters and announcements inside the organization to notify others. Accordingly, Organ (1998) believes that a good organizational citizen should not only be aware of daily issues of the organization but also he/she should express his/her views about them and actively participates in solving them. 3- Consciousness The attempt beyond formal necessities is called consciousness. Consciousness indicates a behavior that the individual observes functional obligations in performing a job. Such behaviors increase trust among the employees. Organ (1998) believes that people who have organizational citizenship behavior continue their work under the worst conditions and even if they are sick and unable. This shows their high consciousness. Balino et al. (2002) believe that supporting and inspiring leaders cause employees to work beyond their formal job obligations. 4- Altruism Any voluntary behavior of individuals to help their colleagues is called altruism. It refers useful behaviors such as creating sincerity and sympathy among the colleagues which help employees directly or indirectly who have job problems (Eslami&Sayar, 2008). 5- Courtesy Courtesy includes polite behaviors that prevent from creating problems at the work environment. This aspect indicates how individuals behave with their colleagues, supervisors and audience of the organization. People who behave with others respectfully have progressive organizational citizenship behavior (Podsakoff et al., 1991). According to Organ (1998) if the above characteristics are reinforced in organizations, employees will modify their performance while perform their organizational activities and will play their role well. COPY RIGHT 2013 Institute of Interdisciplinary Business Research 188

9 Effective factors on organizational citizenship behavior Meta-analysis studies regarding the relationship between organizational citizenship behavior and the effective factors on it illustrate that four classes of these factors have been emphasized in previous researches that are as bellows: 1- individual characteristics of employees 2- job characteristics 3- organizational characteristics 4- leadership behaviors Previous researches in this field conducted by Organ et al. have mainly been focused on employees' attitudes, tendencies and supportive behavior of the leader. Successive studies about leadership performed by Podsakoff et al. developed the scope of leadership behaviors to various types of interactive and transformational leadership behaviors. Job and organizational characteristics and effects have mostly been proposed in theories related to leadership substitutes that have been studied by different scholars. The primary studies in which individual characteristics have been considered are focused on two main axes: first "Organ and Rien" regard this general factor effective on morale as the basis of employee satisfaction, organizational commitment, perceived justice and perceived supportive behavior of the leader. Second, researches indicate their significant relationship with organizational citizenship behavior (however, intensity of such correlations has been different) that shows the importance of such variables in changing of organizational citizenship behavior (Podsakoff et al., 2000). Moreover, George (1991) indicated that there is a relationship between positive mental state and employee's tendency to help each other (altruism dimension of organizational citizenship behavior). Therefore, feelings play an important role in organizational citizenship behavior. RecentlyPodsakoff et al. (2000) have shown the effectiveness of different dimensions of organizational citizenship behavior in a meta-analysis of researches related to the past fifteen years about organizational citizenship behavior. Job-relatedvariables such as intrinsic job satisfaction, job monotony and job feedback have a harmonized relationship with organizational citizenship behavior. With regard to job variables studies have mainly been COPY RIGHT 2013 Institute of Interdisciplinary Business Research 189

10 about the topic of leadership substitutes that indicate a stable relationship among job characteristics and citizenship behavior. In addition, all three types of job characteristics (job feedback, job monotony and intrinsic job satisfaction) have a significant relationship with different components of organizational citizenship behavior (altruism, courtesy, consciousness, sportsmanship and civic virtue). However, job feedback andintrinsic job satisfaction have a positive relationship with organizational citizenship behavior while job monotony has a negative relationship with organizational citizenship behavior. Data analysis Descriptive and inferential statistics methods were employed for data analysis according to research purposes and questions. Diagrams and tables were used in descriptive statistics section and Pierson correlation coefficient and Kolmogoroff-Smirnoff test (normality) were used in inferential statistics section. Testing the hypotheses 1- There is a relationship between spiritual leadership and organizational citizenship behavior. Table 1- Correlation coefficient between spiritual leadership and organizational citizenship behavior Organizational citizenship behavior R (Pierson correlation P (significance level) spiritual leadership coefficient) According to results of Table (1) correlation coefficient between organizational citizenship behavior and spiritual leadership is significant at level p 05. Hence, with safety factor equal to 0.95 it can be stated that there is a relationship between spiritual leadership and organizational citizenship behavior. 2- There is a difference among organizational citizenship behavior and demographic characteristics (work experience, sex and education level) of employees. Table 2- Summary of mutual variance analysis in comparing civic virtuemean score in terms of demographic factors COPY RIGHT 2013 Institute of Interdisciplinary Business Research 190

11 Sum of squares Degree of Mean of F P freedom squares Sex Work experience Education level According to results of Table (2) the observed f at level p 05 is not significant. Hence, with safety factor equal to 0.95 it can be stated that there is no relationship between civic virtue score in terms of demographic factors. Table 3- Summary of mutual variance analysis in comparing altruismmean score in terms of demographic factors Sum of squares Degree of Mean of F P freedom squares Sex Work experience Education level According to results of Table (3) the observed fabout education level is significantat level p 05. Hence, with safety factor equal to 0.95 it can be stated that there is a relationship between altruism score in terms of demographic factors. Table 4- Pared comparison of mean difference of altruism score in terms of education level Mean difference Significance level Diploma- associate Diploma- B.A Diploma- M.A and PhD According to results of Table (4) mean difference of altruism score of employees who have diploma with those who have associate, those who have B.A and M.A and PhD is significant. COPY RIGHT 2013 Institute of Interdisciplinary Business Research 191

12 Table 5- Summary of mutual variance analysis in comparing consciousness mean score in terms of demographic factors Sum of Degree of Mean of F P squares freedom squares Sex Work experience Education level According to results of Table (5) the observed fis not significantat level p 05. Hence, with safety factor equal to 0.95 it can be stated that there is no relationship between consciousness score in terms of demographic factors. Table 6- Summary of mutual variance analysis in comparing sportsmanship mean score in terms of demographic factors Sum of Degree of Mean of F P squares freedom squares Sex Work experience Education level According to results of Table (6) the observed fis not significantat level p 05. Hence, with safety factor equal to 0.95 it can be stated that there is no relationship between sportsmanship score in terms of demographic factors. Table 7- Summary of mutual variance analysis in comparing mean score of courtesy in terms of demographic factors Sum of Degree of Mean of F P squares freedom squares Sex Work experience Education level COPY RIGHT 2013 Institute of Interdisciplinary Business Research 192

13 According to results of Table (7) the observed fwith regard to education is significantat level p 05. Hence, with safety factor equal to 0.95 it can be stated that there is a significant difference among courtesy scores in terms of demographic factors. Table 8- Paired comparison of mean difference of courtesy score in terms of education Mean difference Significance level Diploma- associate Diploma- B.A Associate- B.A According to results of Table (8) paired comparison of courtesy scores of employees who have diploma with those who have associate, B.A and associate with B.A has been significant. Discussion and conclusion In the modern competitive environment organizationscan enjoy all capabilities of their human resources that are able to continue their activity and survival. Today, organizations need committed and motivated human resources in order to achieve success and compete with other organizations. These human resources devote themselves to the organization and attempt highly to realize its purposes besides doing their own tasks. These people play a role beyond the determined task in the organization and are loyal to it and believe that failure or success of the organization is their own failure or success. This kind of behavior in the modern management literature is called organizational citizenship behavior. Researches have shown that various factors are effective on formation of such behaviors and training these forces and one of these factors is leadership style. Spiritual leadership style helps employees recognize real meaning of their job in order to consider basic needs of followers. It creates a common perspective and common values for employees through creating organizational attachment and increasing of meaningfulness in work for employees. Also it enhances organizational commitment and productivity besides employees' participation and capability are increased. The current study was conducted to investigate the relationship between spiritual leadership and organizational citizenship behavior of employees at the Registry of Deeds and Landed-Estate Properties in IsfahanProvince. COPY RIGHT 2013 Institute of Interdisciplinary Business Research 193

14 The obtained results show that given to the value of correlation coefficient between spiritual leadership and organizational citizenship behavior it can be concluded that there is a significant relationship between the two variables. It means thatorganizational citizenship behavior is improved by increasing of the level of spiritual leadership indexes. Also studying the relationship between organizational citizenship behavior and demographic characteristics of employees (work experience, sex and education level) revealed that there is a difference between organizational citizenship behavior and demographic characteristics. The conducted studies about the relationship between organizational citizenship behavior and demographic characteristics of employees (work experience, sex and education level) and the difference among them indicated that there is not a significant relationship among civic virtue, consciousness and sportsmanship with employees' demographic characteristics given to the obtained results. But there is a significant relationship among altruism and courtesy with education level. Considering the obtained results as well as necessity of using suitable leadership styles for organizations and trying to improve employees' organizational citizenship behavior the following recommendations are suggested for future studies: 1- Studying the effects of different leadership styles on organizational citizenship behavior 2- Studying other effective factors on organizational citizenship behavior 3- Studying the relationship between organizational citizenship behavior and employees' quality of working life 4- Studying the relationship between spiritual leadership and employee satisfaction 5- Studying the relationship between spiritual leadership and organizational health COPY RIGHT 2013 Institute of Interdisciplinary Business Research 194

15 References [1]Bienstock, C. Carol & W. Carol Demoranville& K. Rachel Smith.. (2003) "Organizational Citizenship Behavior and Service Quality", Journal of Services Marketing, Vol.17, No.4, pp [2]Birkenmeier.B.,Carson.P.P.,andcarson.K.D. (2003) "The father of europe: An analysis of supranational servant leadership on Jean monnet",international journal of organization theory and behavior. Vol.6, No.3, pp [3]Bolino. M and Turnley. W,. (2003) "Going the extra mile: cultivating and managing employee citizenship behavior", Academy of Management Executive, Vol.17, No.3, pp [4]Eslami,H,Sayyar,A.. (2007) "organizational citizenship behavior", Journal of Tadbir,187, 25. [5]Farhangi, Ali Akbar, Fattahi, Mehdy., Vosoghian, Bahareh. (2006) Workplace spirituality and its role in improving organizational citizenship behavior, culture management, fourth, No. 13, pp [6] Fry, L. W.. (2005) "Introduction to the special issue: Toward a paradigm of spiritual leadership". The leadership Quarterly, Vol.16, No.4, pp [7] George, J. M. &Bettenhausen, K.(1990) "Understanding prosocial behavior, sales performance, and turnover: A group-level analysis in a service context". Journal of Applied Psychology, Vol.75, pp [8]Gouldner, A. W. (1964) "The norm of reciprocity: A preliminary statement". American Sociological Review, Vol.25, pp , [9] Hogan, J. & B. Holland. (2003). "Using Theory to Evaluate Personality and Job Performance Relations: A Socioanalytic Perspective", Journal of Applied Psychology, Vol.88, pp [10]Hughes,et al,. (2002) "Leadership": enhancing the lessons of experience, M.C. Grow- Hill, Irwin,4th Edition. [11] Jacqueline & Shapiro,.(2002) "a psychological contract perspective on organizational citizenship behaviour", Journal of Organizational Behavior, No.23, pp [12] Khalid S.A. & H. Ali.. (2005) "The Effects of Organizational Citizenship Behavior on Withdrawal Behavior", International Journal of Management and Entrepreneurship, Vol.1, No.1, pp [13] Lambert, S.J.. (2000) "Added Benefits: the link between work life benefits and organizational citizenship behavior", Academy of management Journal, Vol.43, pp COPY RIGHT 2013 Institute of Interdisciplinary Business Research 195

16 [14]Matteson,J.A., and Irving,J.A.. (2006) "Exploring servant versus self sacrificial leadership: A reasearch proposal for assessing the commonalities and distinction of two follower oriented leadership theories", Proceedings of the American Society of Business and Behavioral Sciences, Vol.13, No.1, pp [15] Organ, D. W.. (1988) "Organizational citizenship behavior: The good soldier syndrome". Lexington, MA: Lexington Books. [16] Organ, D. W.,&Konovsky, M. (1989) "Cognitive versus affective determinants of organizational citizenship behavior". Journal of Applied Psychology, Vol.74, No.1, pp , [17]Podskoff, P. M., Mackenzie, S., Moorman, R. & fetter, R.. (1991) "Transformational leader behaviors and their effects on organizational behaviors", The leadership Quarterly, Vol.1, pp , [18]Podsakoff, Phillip & Scott B. Mackenzie. (1997). "Impact of Organizational Citizenship Behavior on Organizational Performance": a Review and Suggestion for Future Research, Vol.10, No.2, pp , Lawrence Erlbaum Associate, tnce, [19]Podsakoff, P. M.,MacKenzie, S. B., Paine, J. B., &Bachrach, D. G.. (2000) "Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research". Journal of Management, Vol,26, No.3, pp , [20]Riahi, Elham., (2011) investigated the relationship between servant leadership and organizational citizenship behavior among faculty members of Isfahan University, Master's Thesis, Industrial Management, Islamic Azad University, Najaf Abad. [21]Zakeri, Azar, (2011) investigated the relationship between the components of spiritual leadership and job motivation faculty at ShahidBeheshti University in Tehran, master's thesis, Education, University of Isfahan. COPY RIGHT 2013 Institute of Interdisciplinary Business Research 196

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