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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). 

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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.

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The purpose of this study is to classify different dimensions of organizational justice of administration of Youth and Sports of Tehran Province. The statistical population of this research includes all employees of administration of Youth and Sports of Tehran Province (N=180). Statistical sampling was based upon the whole with an equal volume with relevant society. For the purpose of data collection, questionnaire of Chester & Tad (2007) used for organizational justice. The validity and content of questionnaires were specified by the comments of specialists and professors of Sport Management. Then, it was possible to find out reliability of mentioned questionnaire by the use of Chronbach alpha (&alpha=0.94). The research method is descriptive and reliable which was performed on field basis. Some descriptive indexes and Kolmogorov–Smirnov, single sample t, independent t, Pierson correlation coefficient and Friedman's classification test were applied for further data collection. According to the results, the average grade of organizational justice was 65.84±16.95, distributional justice was 8.19±4.04, procedural justice was 30.55±9.46 and transactional justice was 27.10±7.01 which are lower than average level accordingly. The results showed that there is a significant difference between organizational justice of male & female staff. Furthermore, there was not significant relation between the age and job records and organizational justice (p>0.05).  The results showed that there is a positive relation among distributional justice dimensions, procedural justice and transactional justice (p&le0.05). The results of Friedman's classification test showed that various dimensions of organizational justice are respectively as: distributional justice, transactional justice and procedural justice. It is clear that procedural justice rather than the other dimensions was run better by the administration. Finally, it was resulted that the administrators should pay more attention to procedural and interactional justice which had the lowest averages and by usingthea practical solutions provide understanding of justice for staff.

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This research was done to specify the relationship between perceived organizational justice and job burnout & intent to leave the profession. The statistical population was the entire staff of the Office of Youth and Sports of Tehran (180 = N). Due to the small population size, the statistical model was considered equal to the total population. Research method was correlation. In order to collect the data, the questionnaires of organizational justice, job burnout, and intent to leave were used. The validity of these questionnaires was corrected by using the opinions of a number of sport management specialists. The reliability of the questionnaires was obtained respectively as 0.94, 0.72 and 0.84 by using of Cronbach’s alpha test. Data analysis was performed by the use of explanatory indexes and K-S statistical test, Spearman correlation coefficient, Durbin Watson test for independence of errors and Regression stepwise analysis. The results showed that there was a negative and significant relation between organizational justice and job burnout (r=-0.186, P=0.04) and intent to leave the profession (r=-0.198, P=0.033). Also, there is a negative and significant relation between procedural justice dimensions and job burnout (r=-0.277, P=0.003) and distributional justice (r=-0.193, P=0.037) and transactional justice (r=-0.230, P&le0.01) with intent to leave the profession. Besides, according to the results of regression analysis, the distributional justice can predict job burnout (F=2.737, t=-2.442, P=0.016) and intent to leave the profession (F=3.471, t=-2.38, P&le0.01). Finally, it is concluded the justice is paid more attention by management towards employees, it causes decreasing job burnout and turnover among them proportionally which leads to improvement of employees performance

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The purpose of this study was to investigate the relationship between transformational and transactional leadership styles with the personality of Physical education (P.E) faculty manager`s in Iranian universities. Research method was a correlation and the statistical population (N=64) included all the managers and assistants of Physical Education Colleges in Iran. Data collection tool was the multi factorial leadership questionnaire MLQ, Bass (2006), Eysenck Personality Questionnaire (GEPQ) and in a pilot study, the Cronbach's Alpha, were respectively estimated as 0.90 and 0.88. To analyze data descriptive and inferential statistics were used. Results indicate that the change-oriented leadership style correlated with the extraversion personality correlated negatively and meaningfully (r=-0.577, p=0.001) and correlated significantly and positively with introversion personality dimension (r=0.547, p=0.001). Furthermore, there is a negative correlation between the action-oriented leadership style and the extraversion personality (r=-0.251, p=0.046) and there is no significant statistical relationship between stability, instability and introversion. The results of stepwise multiple regression showed that the only significant extraversion component is meaningful prediction in the development-oriented leadership style. With respect to the correlation of introversion and extroversion in choosing the leading style of managers and having understood that the personal characteristics make people do different actions and have different behaviors in different situations. According to the personality of managers, can place them in proper positions in an organization and take steps to determine appropriate managers.