International Research Journal of Applied and Basic Sciences 2015 Available online at www.irjabs.com ISSN 2251-838X / Vol, 9 (8): 1328-1339 Science Explorer Publications The Effect of Transformational Leadership on Employees Self-efficacy Ashraf Shah Mansouri 1 and Mehdi Sokoot Arani 2 1. Department Of Management, South Branch, Islamic Azad University, Tehran, Iran 2. Department of Management & Business, Naragh Branch, Islamic Azad University, Naragh, Iran Corresponding Author email: Mehdisokoot@yahoo.com ABSTRACT: The present study aims at identifying the effect of transformational leadership style on employees self-efficacy in Aran & Bidgol municipality, Iran. The research objective is practical and it is based on the descriptive-casual. Library-based method used for collecting data in literature review and study of relevant theories. Population of the study was all employees in Aran & Bidgol municipality, 100 persons. Census technique utilized for sampling. For collecting data Bass transformational leadership questionnaire and Sherer.et al self-efficacy questionnaire were administrated. The questionnaires validity verified by ten 10 expertise, and their reliability tested based on the Cronbach s alpha. This investigation involves six hypotheses in which among them there is only one 1 primary hypothesis in evaluating the effect of transformational leadership style on self-efficacy of municipality employees. And the other secondary hypotheses concentrate in exploring the effect of aspects of transformational leadership style such as perfect characteristics, idealized behaviors, inspirational motivation, intellectual persuasion and personal considerations of managers on employees self-efficacy. Data analysis and the obtained scores from the administrated tests on variables proved all hypotheses and it showed that transformational leadership style has a significant effect on Aran & Bidgol municipality employees self-efficacy. Among various aspects of transformational leadership, the perfect characteristics have the most effect and personal considerations have the least one on employees self-efficacy. Keywords: Leadership, leadership style, Transformational leadership, Self-efficacy, Municipality of Aran & Bidgol INTRODUCTION Today organizations need leaders who could provide the high penetration (influential) power, broad commitment outlook, and the required passion by their personal characteristics and special attractions for employees in utilizing their last talent and efforts regarding the realization of organizational goals (Bass & Riggio, 2006). Organizations such as municipalities, by optimum use of all equipment and tools like that of employees selfefficacy, are trying to make a greater efficiency of their own organization. It seems that this important point will not be possible without any suitable leadership style. So, the present study tries to study and identify the effect of transformational leadership on employees self-efficacy of Aran & Bidgol municipality so that it would be regard as a good step in forwarding the realization of the mentioned issue. Statement of the problem Importance of leadership in organizations made the management scholars and researchers to explore the successful leaders characteristics in organizations and to list successful leader specifications in an organization. Doing so, during the recent decades, several leadership theories and schools have formed and introduced to the scientific community. One of the most recent theories is referred to the transformational leadership theory. It is the most modern leadership style which has owned much attention. Many advantages are identified for this leadership style such as job satisfaction, increasing productivity, and reducing stress among subordinates (Barling, Slater, & Kelloway, 2000).
Transformational leaderships make a way into the followers' beliefs, values, and goals and leave an extraordinary impact on their followers. They affect and change the entire organization through their words and deeds. Followers of these leaders have the sense of trust and loyalty towards their leaders. Transformational leadership influence is applicable through the words, dialogue, insight and inspiration to others (Moqhly, 200 ). On the other hand, to be in line with changes and innovations employees self-efficacy is required. Bandura (1997) suggests that self-efficacy is a procreator power that regulates human cognitive, social, emotional and behavioral skills to achieve various objectives effectively. To him, having previous knowledge, skills, and achievements is not an appropriate predictor of future performance, but believes that human belief about his ability is effective on performing own functions. "Persons exactly know what to as their tasks and they the skills necessary to perform their duties, but often have failed to implement appropriate skills" (Bandura A., 1977) Considering the central and key role of leaders in advancing the specified goals path and subsistence of the organization, in order to achieve this objective coordination, association and direct interaction among of all organizational levels with the leaders are inevitable. Thus, leaders try to adopt different leadership styles appropriate to the culture and the degree of maturity and development in organizations to provide the organization creation and the development of self-efficacy (Rad & Ali, 200). It seems that adopting appropriate style of leadership in organizations will create a better feeling among staff and then will lead to a greater self-efficacy in them. The proposed leadership styles through the same literatures in are known as transformational, exchangeable and non-intervention styles in which the effect of transformational leadership style on self-efficacy of Aran & Bidgol municipality staff will be assessed. Significance of the study Employees who work for transformational leaders are often motivated beyond their official duties to benefit the organization. In addition, when transformational leadership improves close, warm, supportive and developed relations, employees will tend to show higher levels of self-efficacy. Generally, employees are less likely to engage in self-efficacy when supervisors have poor relationships with their employees and become familiar with them very late, and also when staffs name the supervisors uninformed and irrespective (Zareie, Jandaq, & Tora, 200). Self-efficacy leads to a greater effort and perseverance towards obstacles and problems. Self-efficacy effects the motivation by goal setting. If a person has a sense of high efficiency in a certain field, he sets higher goals for himself, he is less afraid of failure and in case of failure with the old strategies the new ones will be looked for by him. But, having a low self-efficacy, the individual completely avoids the task or he does not deal with the problems and leaves it unsolved, quickly (Bandura, 1997-1993, Zimmerman, 1995, quoted by Woolfolk, 2001). The municipality is one of the mainstays of urban management in country which is related to the government agencies (Interior Ministry, provincial governments...) from one side, and with the citizens and City Council as the representatives of the of the citizens directly, on the other hand. In such an environment which is more dynamic than before every day, what attract the most attention are the depression, listlessness, and bored spirituals of our organization s employees from their work that is obvious from their speech and behavior in first sight. Lack of adequate efficacy from the managers perspective, poor performance and employees try and track and doing tasks with the view of the task elimination as a major and permanent concern of clients, brings to action the examination of self-efficacy in Aran and Bidgol municipality. So, the discussion on the effect of transformational leadership style in self-efficacy is confirmed. One of the other problems in this kind of organization is lack of expertise and adequate education in which the transformational leadership by developing employees individual skills (personal considerations) could overcome. Research questions Main question Dose transformational leadership style has significant effect on employees self-efficacy? Secondary questions Do the ideal characteristics of the managers of have a meaningful impact on staff self-efficacy? Dose the ideal behavior of managers have a meaningful impact on staff self-efficacy? Is there any significant impact on employee self-efficacy by managers inspirational motivation? Is there any significant impact on employee self-efficacy by managers mental encourage managers? Is there any significant impact on employee self-efficacy by managers personal considerations? Research Hypotheses Main hypothesis 1329
Transformational leadership style has a significant impact on the employees self-efficacy. Secondary hypotheses Managers "ideal characteristics" has a meaningful impact on employees self-efficacy. Managers "ideal behaviors has a meaningful impact on employees self-efficacy. Managers inspirational motivation" has a meaningful impact on employees self-efficacy. Managers "mental persuasion" has a meaningful impact on employees self-efficacy. Managers "personal considerations" has a meaningful impact on employees self-efficacy. Population This study sample consists of all Aran and Bidgol municipality employees, 100 persons. Sample In this study in order to enhance the validity of the research, the total size of the population was considered as the sample, in other words, the census method is used. Data collection In this study, a closed questionnaire is used and in questionnaire items was used to assess the main variables the 5 Likert scale (Table 1) were applied. Strongly agree 5 Table 1. Likert Scale agree No idea dis agree 3 2 Strongly dis agree 1 Above mentioned questionnaire consists of two major parts A cover letter: In this section by introducing the subject, the intentions behind the collecting data through the questionnaire and the importance of respondents cooperation are described. For this purpose, the confidentiality of the obtained data from the questionnaire is emphasized so that respondents answer the offered questions with no worries. Questionnaires questions (items): This section of the questionnaire is related to the research variables and measures them (transformational leadership and self- employees efficacy). Variables and questions are given in table 2. Table 2, questionnaire questions composition Question numbering Variables dimensions Questions 1 to Ideal characteristics Questions 5 to 8 Ideal behaviors Questions 9 to 12 Inspirational motivation Questions 13 to 16 Mental persuasion Questions 17 to 20 Personal considerations Self-efficacy questions from 1 to 17 variables Transformational leadership Self-efficacy Questionnaire validity The content validity of the questionnaire is approved by supervisors, advisor and 10 experts. Expert: The expert in the study refers to top and middle managers in municipality of Aran Bidgol and Kashan who are over 15 years of management experience and to their academic degree is higher than Bachelor of Arts. Questionnaire Reliability Reliability coefficients range is determined from zero (no correlation) to +1 (perfect correlation). A reliability coefficient indicates that to what extent measurement tools measure the stable or temporary characteristics of the subjects. One of the most widely used methods for measuring this factor is Cronbach's alpha. This method is used for calculating the internal consistency of measurement tool that measures different characteristics. In this study, the Cronbach's alpha and SPSS17 software were used to measure the reliability of the method. Therefore, an initial sample of 30 questionnaires were pre-tested, and then by using the data obtained from the questionnaires and utilizing SPSS software the Cronbach's alpha reliability coefficient was calculated. As it is shown in Table 3 Cronbach's alpha for transformational leadership and employees self-efficacy questions confirms the reliability of the questionnaire. 1330
Number of items 17 20 Table 3. The variables reliability Cronbach's alpha variables 0/763 Ideal characteristics 0/790 Ideal behaviors 0/867 Inspirational motivation 0/871 Mental persuasion 0/73 Personal considerations 0/895 Self-efficacy 0/938 Transformational leadership Based on the table above; Cronbach's alpha coefficient for the ideal characteristics is 763/0, 790/0 for the concept of ideal behavior, for inspirational motivation 0/867, 0/871 for mental persuasion, for concept of self-efficacy0/895, and 0/937 for transformational leadership. According to the Cronbach's alpha value which is greater than 60/0; show that the questionnaire has the required reliability. Data analysis In the present study SPSS statistical software version 17 was used to evaluate the data. Both descriptive and inferential statistics were used to analyze the data. In descriptive by using the statistical characteristics such as frequency, percentage and mean graphs drew, data analyzed and investigated. And in inferential statistics, Cronbach's alpha was used to test the questionnaire reliability, and regression computation was used for analyzing the findings of this research hypotheses. Kolmogorov-Smirnov test was utilized to test the normality of all variables. Then, for main hypothesis a multivariate regression analysis and 5-variable regression applied for sub-hypotheses. All gathered information of the regression investigated in both cases. Describing items related to the ideal characteristics Table. The ideal characteristics description Mean Percentage Frequency Ideal characteristics %7/1 7 Never %10/1 10 Rarely %23/2 23 Sometimes 3/58 %36/ 36 Often %23/2 23 Always According to the above table which describes the ideal characteristics, the options have devoted the following numbers to themselves: Never (n = 7 1/7%), Rarely (10 persons with 1/10%), Sometimes (n = 23 2/23%), Often (36 persons with /36%), and Always (23 persons with 23/2%). Also, mean concept is 58/3 which is higher than the average point. Regarding the 5-choice Likert scale used in this study the median equals to 3. Figure 1. Distribution of the sample according to the ideal characteristics Describing items related to the ideal behavior Mean 3/27 Table 5 the ideal behavior Percentage %11/1 %15/2 %28/3 %26/3 %19/2 Frequency 11 15 28 26 19 Ideal behaviors Never Rarely Sometimes Often Always According to the above table which describes the ideal behavior, items allocated the following points to themselves: Never (11 to 1/11%), Rarely (15 to 15/2%), Sometimes (n = 28 with 3/28%), Often (26 to 3/26%), and Always (19 to 19/2%). Also, mean concept equals to 3.27 slightly above the average score. 1331
30 20 10 0 1111.1 1515.2 2828.3 2626.3 1919.2 Frequency Percentage Figure 1. Distribution of the sample population in terms of ideal behavior Describing items related to the inspirational motivation Mean 3/36 Table 6. inspirational motivation Percentage Frequency Inspirational motivation %8/1 8 Never %18/2 18 Rarely %26/3 26 Sometimes %22/2 22 Often %2/2 25 Always According to the above table which describes the concept of inspirational motivation information given as following: Never (8 persons with 1/8%), Rarely (18 persons with 2/18%), Sometimes (26 persons with 3/26%), Often (22 persons with 2/22%), and Always (25 persons with 2/2%). Also, mean is equals to 36/3 slightly above the average point. 0 20 0 26 26.3 18 22 25 18.2 22.2 2.2 8 8.1 Never Rarely Sometimes Often Always Frequency Percentage Figure 2. Distribution of the sample population in terms of inspirational motivation Describing items related to the mental persuasion Mean 0/03 Table 7 mental persuasion Percentage Frequency Mental persuasion %11/1 11 Never %03/0 03 Rarely %9/1 9 Sometimes %6/5 6 Often %10/1 10 Always According to the above table which defines the concept of mental persuasion items has devoted the following totals: Never (11 people with 11/1%), Rarely (20 with 20/2%), Sometimes (9 with 9/1%), Often (6 with 6/5%), and Always (13 with 13/1%). The mean value of this subject equals to 3/30 which is higher than the median. 1332
60 0 20 0 1111.1 2020.2 9 9.1 66.5 1313.1 frequency percentage Describing items related to personal considerations Figure Distribution of population in terms of ment al persuasion Mean 0/6 Table 8 personal considerations Percentage Frequency Personal considerations %6/3 6 Never %16/1 16 Rarely %11/0 11 Sometimes %60/6 60 Often %00/0 00 Always According to the above table which describes the concept of personal considerations items owned the following scores: Never ( people with 0/%), Rarely (1 with 1/1%), Sometimes (17 with 2/17%), Often (2 with /2%), and Always (22 with 2/22%). 60 0 20 0 1 1.1 17 17.2 2 2. 22 22.2 frequency percentage Figure 5. Distribution of the sample population according to the personal considerations Describing items related to the self-efficacy Mean 0/16 Table 9. Self-efficacy description Percentage Frequency Self-efficacy %8/1 8 Never %15/0 15 Rarely %61/6 61 Sometimes %05/0 05 Often %13/1 13 Always According to the results from the table above which describes concept of the self-efficacy the following scores are available: Never (8 persons 8/1%), rarely (15 persons 15/2%), Sometimes (1 persons 1/%), Often (25 persons 25/3%), and Always (10 persons 10/1%). Also, mean is equals to 3/1 slightly above the average point. 1333
50 0 8 8.1 15 15.2 1 1. 25 25.3 10 10.1 frequency percentage Normality test Figure 6. Distribution of population in terms of self-efficacy Table10. Variables normality test and research frameworks Kolmogorov -Smirnov Z Asymp. Sig. (2-tailed) Mean Std. Deviation Absolute Positive Negative Selfefficacy 31881 31603 0168 31130 31389 31355-31389 Transformation al leadership 31599 3185 0105 31800 3133 31301-3133 Ideal characteristic s 11118 31105 0166 31891 31118 3135-31118 Ideal behaviors 31930 31089 0101 3196 31391 31350-31391 Inspirational motivation 3183 31653 0100 11366 31381 3131-31381 Mental persuasio n 11989 3131 0101 11395 31033 31136-31033 Personal consideration s 1189 31310 0156 31953 31188 31395-31188 Regarding the value 0/881 in self-efficacy variables normality test, we conclude that this value with the significance level of (0.20) which is more than 0.05 confirms the H0 hypothesis that introduces the normality. Regarding the transformational leadership variable normality test 0.599, it proves that this value with the significant level of (0.865) greater than 0.05 approves the H0 hypothesis that introduces the normality. Concerning the value 1.178 in ideal characteristics variables normality test, we conclude that this value with the significance level of (0.125) which is more than 0.05 confirms the H0 hypothesis that introduces the normality. Regarding the ideal characteristics variable normality test 0.903, it proves that this value with the significant level of (0.389) greater than 0.05 approves the H0 hypothesis that presents the normality. In relation to the value 0.860 in inspirational motivation variables normality test, we conclude that this value with the significance level of (0.50) which is more than 0.05 confirms the H0 hypothesis that introduces the normality. Regarding the inspirational motivation variable normality test 0.903, it proves that this value with the significant level of (1.989) greater than 0.05 approves the H0 hypothesis that presents the normality. Regarding the value 1.869 in personal considerations variables normality test, we conclude that this value with the significance level of (0.072) which is more than 0.05 confirms the H0 hypothesis that introduces the normality. Main hypothesis Transformational leadership style has a significant effect on employee self-efficacy. Coefficient, correlation 31965 Table 11. Self-efficacy and transformational leadership Regression model determination coefficient Adjusted determination coefficient Error standard deviation 31890 31890 31001 Durbin Watson 11513 The correlation between self-efficacy and transformational leadership is equal to 0.95. The determination coefficient 0/893 and the value show that 89% percent of changes in self-efficacy are related to the transformational leadership variable. Since it does not consider this amount of freedom degree, the modified determining coefficient use for this purpose that in this test it equals to 0/892. Concerning that Durbin Watson Statistic is higher than the standard value of 1.5, as a result, the independency of residuals (errors) are taken to consideration. Based on the mentioned criteria the model has the required efficiency. 133
Table 12. Regression significance by test F One Way Anova Model Sum Of Squares Df Mean Square F Regression 601035 1 601035 Remains 5111 91 31350 839105 Total 681081 98 Sig Concerning the amount of 809/625 for F and Sig 0/000, it shows the regression significance at level of 0/95%. The histogram graph on regression confirms the assumption on residuals (errors) normality. Thus, the estimated linear regression model is accepted. Figure 7. 1-variable linear regression model Histogram Table 13. 1-variable regression equation calculation Model Fixed value Transformational leadership Un-standardized coefficient Standardized coefficient B Std.Error Beta 31111 31398 31838 31308 31965 The dependent variable: self-efficacy T 11901 081656 Sig Variable entered into the regression equation is the main core of the regression analysis which is given in table above. Equation (model) regression can be calculated by using unstandardized coefficients columns as following: Relationship.1 Self-efficacy = 0/777 + (0/808) transformational leadership Increasing a unit of every independent variable the dependent variable is added to the given coefficient amount. Or in other words, increasing a unit of transformational leadership, standard deviation will be increased 0/808 unit. As a result, these two variables are positively correlated with each other. The T-test regression coefficient is shown in Table for independent variable that the value is equal to 0.000 for this variable. As a result, the transformational leadership has a positive effect on self-efficacy. Secondary-hypotheses: Managers "ideal characteristics" has a meaningful impact on employees self-efficacy. Managers "ideal behaviors" has a meaningful impact on employees self-efficacy. Managers "inspirational motivation" has a meaningful impact on employees self-efficacy. Managers "mental persuasion" has a meaningful impact on employees self-efficacy. Managers "personal considerations" has a meaningful impact on employees self-efficacy. For evaluating and proposing a model between self-efficacy (Y) and transformational leadership criteria (X), after reviewing the adequacy of the model parameters, given in table below, the analyzed model is presented. 1335
Table 1 regression model between self-efficacy and transformational leadership criteria Coefficient, correlation determination coefficient Adjusted determination coefficient Error standard deviation Durbin Watson 3190 31908 31906 31195 11501 The correlation between the self-efficacy and transformational leadership index is equal to 0.963. The determination coefficient 0/928 is obtained, and this value indicates that 92% of self-efficacy changes are related to the transformational leadership dimensions. Since, this amount does not consider the degree of freedom, thus determining coefficient is used for this purpose which in this case it equals to 0/92. Concerning that Durbin Watson Statistic is higher than the standard value of 1.5, as a result, the independency of residuals (errors) are taken to consideration. Based on the mentioned criteria the model has the required efficiency. Model Regression Remains Total Table 15. Regression significance by test F Sum Of Squares 6618 0153 6810 One Way Anova Df Mean Square 5 8191 90 3130 91 Considering the amount of 235/85 for F and Sig 0/000, it shows the regression significance at level of 0/95%. The histogram graph on regression confirms the assumption on residuals (errors) normality. Thus, the estimated linear regression model is accepted. F 005185 Sig Figure 8. 5-variable linear regression model histogram Eigenvalues close to zero shows that the internal correlation estimated values is high and small changes in the amount of data leads to the changes in the estimated coefficients of the regression equation. Condition indexes with the value more than 15 indicates the linear probability between the independent variables, and the value more than 30 represents a serious problem in the regression current situation. As in the above table all eigenvalues are small, there is a possibility of internal correlation between the variables. Also, 3 of the indexes are greater than 15 that confirms the possibility of collinearity between independent variables, but since it is smaller than 30, it represents no serious problem in the regression current situation. 1336
Model Fixed value Ideal characteristics Ideal behaviors Inspirational motivation Mental persuasion Personal consideration Table 16. Regression equation with five variables Standardized Unstandardized coefficient coefficient B Std.Error Beta T 31815 31130 81518 31088 31366 3101 1516 31193 3136 3101 61115 31168 31308 31019 51001 31156 31366 31063 01535 31335 31300 31331 31155 The dependent variable: self-efficacy Sig 31331 31331 Collinearty statistics Tolerance Vif 0.252 3.972 0.201.978 0.65 2.153 0.168 5.97 0.1 2.15 Variables in the regression equation considered as the main core of the regression analysis in the table above. Regression equation can be calculated by using unstandardized coefficient columns as following: Relationship.2 Self-efficacy = fixed value + ideal characteristics + ideal behavior + inspirational motivation + mental persuasion + personal considerations Self-efficacy = 3/815+ 3/088 + 3/193 + 3/168 + 3/156+3/335 Increasing a unit of every independent variable the dependent variable is added to the given coefficient amount. Or in other words, increasing a unit of ideal characteristics, standard deviation will be increased 3/ 288 unit. As a result, these two variables are positively correlated with each other. The T-test regression coefficient is shown in Table for independent variable that the value is equal to 0.000 for this variable. As a result, the ideal characteristic has a positive effect on self-efficacy. By increasing a unit of every independent variable the dependent variable is added to the given coefficient amount. Or in other words, increasing a unit of ideal behavior, standard deviation will be increased 3/ 190 unit. As a result, these two variables are positively correlated with each other. The T-test regression coefficient is shown in Table for independent variable that the value is equal to 0.000 for this variable. As a result, the ideal behavior has a positive effect on self-efficacy. Increasing a unit of every independent variable the dependent variable is added to the given coefficient amount. Or in other words, increasing a unit of inspirational motivation, standard deviation will be increased 3/ 18 unit. As a result, these two variables are positively correlated with each other. The T-test regression coefficient is shown in Table for independent variable that the value is equal to 0.000 for this variable. As a result, the inspirational motivation has a positive effect on self-efficacy. Increasing a unit of every independent variable the dependent variable is added to the given coefficient amount. Or in other words, increasing a unit of mental persuasion, standard deviation will be increased 3/ 15 unit. As a result, these two variables are positively correlated with each other. The T-test regression coefficient is shown in Table for independent variable that the value is equal to 0.001 for this variable. As a result, the mental persuasion has a positive effect on self-efficacy. Increasing a unit of every independent variable the dependent variable is added to the given coefficient amount. Or in other words, increasing a unit of personal consideration, standard deviation will be increased 3/ 005 unit. As a result, these two variables are positively correlated with each other. The T-test regression coefficient is shown in Table for independent variable that the value is equal to 0.001 for this variable. As a result, the personal consideration has a positive effect on self-efficacy. RESULTS AND DISCUSSION This study aimed to identify the effect of transformational leadership on Aran & Bidgol municipality employee s self-efficacy. During the recent years, several studies have investigated the effect of transformational leadership on commitment and organizational citizenship behavior, and most of them showed the positive effect of transformational leadership on the same study variables. But, so far no research has examined the effect of transformational leadership on employee s self-efficacy. Therefore, this study cannot be compared to the findings of the other studies. According to the findings of the present study, transformational leadership style has a significant effect on employees self-efficacy. The correlation between self-efficacy and transformational leadership indicators equals to 0.963. The determination coefficient 0/ 928 and the mentioned value show that 92% of changes in self-efficacy is 1337
related to the transformational leadership dimensions. According to the relationship -1, the correlation between the transformational leadership and self-efficacy has been positive in the intended organization. And by increasing a unit of transformational leadership, self-efficacy standard deviation will be increased to the 0/808. Obtained results from this test introduce that if transformational leadership in Aran & Bidgol municipality to be increased and observed more in the organization, employees will also show greater self-efficacy and it will be amplified. This relationship can be explained as following: transformational leadership can be considered as one of the best leadership styles that affect subordinates through the development and promotion of the objectives, and by creating truth feeling make them to act beyond the agreed expectations. And since the self-efficacy refers to the individual s belief in own skills and abilities, it can be said that the transformational leadership style makes the person to have a positive view towards himself and also take the advantages of own skills during working. And thus transformational leadership will bring the high self-efficacy. Regarding the secondary hypothesis 1, managers "ideal characteristics" has a significant effect on employee self-efficacy, it should be said that the T test results related to the regression coefficient of this independent variable has been equal to 0.000 and as a result, the ideal characteristics is effective on self-efficacy. Using the same test in relationship 2- it was showed that the effect is positive, and by increasing a unit of ideal characteristics, its standard deviation will be increased to 0.288. This obtained value has been higher than the other independent variables. As a result, this variable has the most effect among other independent ones. So, it can be stated that, firstly, organization employees self-efficacy could be increase by increasing the ideal characteristics of leaders (such as having a high level of ethics, trust, integrity, honesty and purpose), and secondly, organization managers by increasing their ideal characteristics compared to other variables, increase employees self-efficacy to the highest extent. In other words, we can provide the context for further development of the organization employees self-efficacy by more indication of the ideal characteristics of the leaders. Concerning the secondary hypothesis 2, managers "ideal behaviors" has a significant effect on employee self-efficacy, it should be said that the T test results related to the regression coefficient of this independent variable has been equal to 0.000 and as a result, the ideal behavior is effective on self-efficacy. Using the same test in relationship 2- it was showed that the effect is positive, and by increasing a unit of ideal behavior, its standard deviation will be increased to 0.190. This obtained value has been higher than the other independent variables, except the ideal characteristics. And as a result, this variable has the most effect among other independent ones after the ideal characteristics concept. So, it can be specified that, firstly, our expected organization employees self-efficacy could be increase by growing the ideal behaviors of leaders, and secondly, organization managers by increasing their ideal characteristics compared to the three other variables, increase employees self-efficacy to the highest extent. That is increasing ideal behaviors of the managers which is the ideal characteristics façade, Aran & Bidgol municipality employees self-efficacy can be developed significantly. Unfortunately, no study have found on measuring the influence of the ideal behavior on self-efficacy. About the secondary hypothesis 3, managers "inspirational motivation" has a significant effect on employee self-efficacy, it should be said that the T test results related to the regression coefficient of this independent variable has been equal to 0.000 and as a result, the inspirational motivation is effective on selfefficacy. Using the same test in relationship 2- it was showed that by increasing a unit of inspirational motivation, its standard deviation will be increased to 0.18. As a result, these two variables have a positive effect on each other. And the more managers and leaders can have inspirational motivation in their behaving; more self-efficacy can be expected from the employees, because, managers inspirational motivation increases employees selfefficacy directly and positively. Unfortunately, no study have found on measuring the influence of the inspirational motivation on self-efficacy. On the secondary hypothesis, managers "mental persuasion" has a significant effect on employee selfefficacy, it should be said that the T test results related to the regression coefficient of this independent variable has been equal to 0.001 and as a result, the mental persuasion is effective on self-efficacy. Using the same test in relationship 2- it was showed that by increasing a unit of mental persuasion, its standard deviation will be increased to 0.15. Therefore, the more managers and leaders in our expected organization can have subordinates motivated to think about new ways and apply logic in their problems; the more self-efficacy of the employees increased in the organization. Unfortunately, no study have found on measuring the influence of the mental persuasion on self-efficacy. In relation to the secondary hypothesis 5, managers "personal considerations" has a significant effect on employee self-efficacy, it should be said that the T test results related to the regression coefficient of this independent variable has been equal to 0.001 and as a result, the personal considerations is effective on selfefficacy. Using the same test in relationship 2- it was showed that the effect is positive, and by increasing a unit of personal considerations, its standard deviation will be increased to 0.005. This obtained value has been lower than 1338
the other independent variables, and as a result, this variable has the lowest effect among other independent ones. That is considering personal considerations towards the employees; however in a very low extent, will have a positive effect on our expected organization. Unfortunately, no study have found on measuring the influence of the personal considerations on self-efficacy. REFERENCES Bandura A. 1977. Self- efficacy: Toward a unifying theory of behavior change. Psychological Review Vol 8, 191-215. Bandura A.1993. Perceived self-efficacy in cognitive development and functioning. Educational Psychologist, 117-18. Bandura A. 1997. Self-efficacy: the exercise of control. New York: W. H.Freeman. Barling J, Slater F, Kelloway E. 2000. Transformational leadership and emotional intelligence: An exploratory study. Leadership & Organization Development No. 3, 157-161. Bass B, Riggio R.2006. Transformational leadership. mahwah, NJ: Lawrence Erlbaum Associates. Moqhly A. 200. Transformational Leadership and its measurement tools. Management improvement and changes Studies, 95-112. Rad M, Ali M.200. The role of participatory management (proposal systems) in the effectiveness and efficiency of Hospital. Journal of Research in Medical Sciences, 58-75. Woolfolk AE. 2001. Educational psychology (8th ed.). Boston: Allyn & Bacon. Zareie M, Jandaq H, Tora N. 200. Identifying factors in organizational citizenship behavior and its relationship with organizational performance. Management Culture, 31-63. Zimmerman B.1995. Self-regulation involves more than metacognition. Educational Psycologist.Vol 30, 217-221. 1339