عنوان مقاله [English]
نویسندگان [English]چکیده [English]
Background: The need for social entrepreneurship as to reduce the impact of the hardship on vulnerable groups is a vital task and given that many social and environmental issues are time-sensitive, failure to recognize the importance of social entrepreneurship and the lack of adequate support is a huge mistake.
Objectives: The purpose of this research was the studying the role of transformational leadership style of managers in predicting staff social entrepreneurship and also implementation and comparison of state universities with private universities in this respect in Mashhad.
Methods: Research methods was descriptive - survey of the correlation type (Regression). The research had two statistical populations that includes all permanent and temporary employees in staff units in the state and private universities in Mashhad with at least three years of experience and six months of work experience with their superiors in the 2011-2012 academic years. The sample of state universities was Ferdowsi University and sample of private universities was Khayyam and Sajjad universities that were selected purposively. The numbers of cases were 145, 25 and 19 respectively. The research instruments were two questionnaires Bass & Avolio (1985) Transformational Leadership style questionnaire (TLSQ) and social entrepreneurship questionnaire made by researcher according to Dees's theory (1998) and Cronbach's alpha coefficient was for TLSQ and social entrepreneurship questionnaire 0.98 and 0.94 respectively, and their factor analysis validity was confirmed.
Results: In two research populations: 1) the rate of managers’ behavior compliance with Transformational Leadership style and also rate of employees’ social entrepreneurship were high. 2) There was significant relation between Transformational Leadership style and social entrepreneurship, and also transformational leadership style of managers could predict employees’ social entrepreneurship. 3) There was no significant difference between managers’ compliance behavior with Transformational Leadership style in terms of employees’ gender. 4) There was no significant relation between managers’ compliance behavior with Transformational Leadership style and employees’ age.
Conclusion: Therefore, whereas transformational leadership style and its indexes have importance, on the other hand, the goals affinity of the educational organizations with the goals of social entrepreneurship; the various organizations especially educational organizations should use these two important concepts in advancement of their goals and prepare contexts of research and development of these two.