---

The purpose of this study was to investigate Creative Leadership Styles Chiefs Sport Committees in Qom Province with Caution to their Leadership styles (Transformational, Transactional and People oriented). Between 35 sport committees, 33 assistant managers and committee managers sport committees (n=63) completed the two questionnaire of individual characteristics and Creative leadership questionnaire (CLQ). CLQ is included of 20 questions which 3 leadership style, including transformational, transactional and People oriented. Internal validity of questionnaire was determined by using Alpha Cronbach's test of =&alpha) 0/97). In order to analyze the data the following statistical methods in a significant level of (P&le0.05) were used: Kolmogorov- Smirnoff, mann Whitney U and Kruskal Wallis.
The result of this study indicated that: there is a significant difference between creative leadership styles of transformational, transactional and people oriented with gender of Chiefs Sport Committees (Z=-0.51, p&le0/05). Also there is a significant difference between creative leadership styles of transformational with gender (Z= -0.48, P&le0.05), creative leadership styles of transactional with gender (Z= -0.64, P&le0.05) and creative leadership styles of people oriented with gender (Z = -0.41, P&le0.05), separately. An otherwise the result also indicated that there is a significant difference between the creative leadership styles with post of Chiefs Sport Committees (Z=-0.60, p&le0/05). Also there is a significant difference between creative leadership styles of transformational with post (Z = -0.44, P&le0.05), creative leadership styles of people oriented with post (Z= -0.60, P&le0.05), separately. But there isn’t significant difference between creative leadership styles of transactional with post (Z= -0.78, P&ge0.05). Another wise significant difference between the creative leadership styles with position staffing (X²=9.41, p&le0/05) and significant difference between the creative leadership styles with activity presidency (X²=13.25, p&le0/01). 

---

The present study examined the relationship between coach's leadership styles and group cohesion in the individual and group teams participating in the 10^th sport domestic universiade of male students. 321 out of 1906  students selected as sample of this study. Athletes completed two instruments in this study Leadership Scale for Sport (LSS, Chelladurai & Saleh, 1980) and the Group Environment Questionnaire (GEQ, Carron, Widmeyer, & Brawley, 1985). The LSS contains 40 items that measures five dimensions of leadership styles and The GEQ with 18 items assess the two dimensions group cohesion. Cronbach's alpha coefficient was utilized to examine the internal reliability of LSS (r=0.85) and GEQ (r=0.72). Data were analyzed with one-sample kolmogrov-Smirnov, repeated measures ANOVA, Bonfferoni post hoc test,Pearson Correlation coefficient, and T-test(for independent groups), significance level of P&le0.05. Results showed coaches exhibited higher in training and instruction and lower in autocratic style among both interactive group teams and co-acting teams. Finally, there are no significant differences in task and social levels of interactive group teams and co-acting teams. Results showed coach’s styles of training and instruction, democratic, social support and positive feedback were all positively correlated to group cohesion and autocratic style negatively correlated to group cohesion.

---

The purpose of this research was to determine the relation between principals' transactional and transformational leadership styles and the motivational needs of physical education teachers based on Douglas McGregor's X & Y theory. According to X theorical supposing human is interest to work and responsible and this is in her essence. This person is self control and self motivation. Whereas in according to Y theorical, human is comfort-seeking person and he can work only with duress(compulsion), directly control and fear of punishment. All of the physical education teachers in the West Azarbaijan province were the statistical society for this research (N=640) and 241 teachers were selected randomly as sample. After verifying the validity of the Bass & Avolio's Multifactor Leadership Questionnaire (MLQ) as well as Alan Chapman's motivational needs Questionnaire by the experts, their reliability were calculated in a pilot study (&alpha=0.940 and &alpha=0.906 respectively for leadership and motivation questionnaires). Data were analyzed by the Pearson correlation coefficient, independent t-test, ANOVA and repeated measure tests. The results showed positive significant correlation between transformational (r=0.538, sig=0.001) and transactional (r=0.445, sig=0.001) leadership styles with McGregor's theory Y assumptions (p> 0.01). There was no significant negative correlation between laissez- faire leadership style and theory Y assumptions (r=-0.080, sig=0.216). There was a significant difference between preferences of principals' leadership styles (p> 0.01). Thus, transformational style (2.345±0.852) was in first and the transactional (1.928±0.713) and laissez- faire (1.251±0.972) styles were in next preferences. From physical education teachers' perspective, the existing status in this province's schools was equivalent with theory X assumptions. It can be concluded that, transformational principals have more desire and belief to theory Y assumptions and these principals having Y-type attitude to employees, will have more ability to motivating them.

---

Conflict Management is a leadership interpersonal skill. Using proper leadership styles can lead to effective conflict management. This research aims to study the relationship between transformational and transactional leadership in Bass model (1985) with conflict management strategies in Iran futsal pro-leagues coaches. Coaches leadership style and conflict management strategies were measured by MLQ (1996) and OCCI (1991) questionnaires. Statistical population involves 360 players that 197 persons were selected randomly. Above questionnaires were distributed after determination of validity and reliability. In order to data analysis, descriptive statistics and inferential statistics were employed. In order to determine the relationship between leadership styles and conflict management strategies, pearson correlation coefficient    was used. Results show that there was a significant positive relationship between transformational leadership style and collaborating strategy and there was a negative significant relationship with compromising, avoiding, accommodating and competing (p<0/01). There was a positive significant relationship between transactional leadership style with collaborating, compromising and competing strategies (p<0/01), negative significant relationship with avoiding (p<0/01) and accommodating (p<0/05) strategies. There was a negative significant relationship between laissez-fair leadership with collaborating and competing strategies (p<0/05), a positive significant relationship between laissez-fair leadership with avoiding and accommodating (p<0/01), and non significant relationship with compromising.  According to this fact that collaborating strategy is sign of effective strategies, avoiding and competing are signs of noneffective strategies and compromising and accommodating strategies show combined use of conflict it was infered that coaches transformational and transactional leadership have positive relationship with effective conflict management at this case the relationship with transformational style was stronger.