Management and Educational Perspective

Abstract The purpose of the present study was to investigate the role of intelligent leadership in organizational resilience and organizational loyalty through the mediation of organizational knowledge creation. The research community was determined of second secondary level teachers of Chaharmahal and Bakhtiari province, whose number was equal to 2687 people. To determine the sample size, 337 people were selected using stratified random sampling based on Cochran's formula at the alpha level of 0.05. The research method was quantitative, correlation studies type, and modeling approach was covariance-based structural equation. In order to collect data, intelligent leadership questionnaires based on Sidanmanlaka model (2008), organizational knowledge creation based on Nonakao Takeuchi model, organizational resilience from Prayag et al., (2018), and organizational loyalty from Wells et al., (2011) were used. The reliability and validity of the questionnaires were checked with Cronbach's alpha techniques and factor analysis. The reliability values ​​of the questionnaires were reported: intelligent leadership (0.95), organizational resilience (0.93), organizational loyalty (0.90), and organizational knowledge creation (0.94). Amos23 and SPSS V25 software were used to analyze the data. The findings showed that intelligent leadership has a positive and significant effect on the organizational resilience of teachers through organizational knowledge creation with a coefficient of 0.38 at the level of p>0.001. Smart leadership with the mediation of organizational knowledge creation and organizational loyalty has a positive and significant effect at the 0.05 level. Smart leadership has a positive and significant effect on teachers' organizational loyalty through organizational knowledge creation with a coefficient of 0.49 at the p>0.001 level. The result of this research shows that loyal and knowledge-creating teachers provide the basis for change and transformation in the school.
Introduction
The education system is one of the most important institutions of today's societies. Education has an inseparable link with economic, social, cultural and political development. One of the important and effective institutions in the freshness and dynamism of human thinking and the factor of sustainable development in every country is education. Education should have appropriate goals with the comprehensive development of human resources (Ostadi et al, 2017). One of the most important duties of teachers in this complexity is to fulfill the goals of education. Achieving the goals of education depends on the performance of teachers. Organizational loyalty and organizational resilience are among the factors affecting the realization of organizational goals (Esmaeili & Seidzadeh, 2017). Organizational loyalty and organizational resilience are part of positive psychology (Amiri et al, 2018). Regarding the necessity and importance of research, it can be said that teachers are one of the most influential people in the quality of education activities; therefore, by identifying the situation of teachers in the research variables and analyzing them, solutions have been presented to strengthen and create knowledge in teachers using intelligent leadership style. In this research, an attempt has been made to address the importance of intelligent leadership style in education and teachers' performance; because intelligent leadership emphasizes the participation of leaders and followers to set goals and achieve goals. Theoretical and empirical studies in the field of the role of intelligent leadership in the realization of goals, for example Keikha (2018) and Kuofie & Dool (2018), discussed the importance of the role of intelligent leadership in the participation of people to determine and realize the goals and success of the organization. In addition to organizational knowledge creation, which is effective in increasing the resilience of the organization, we can mention the leadership style. The implementation of organizational resilience requires an effective leader to overcome crisis and orientation towards superior performance and focus on change (Suryaningtyas et al, 2019). Organizations that strive to be resilient naturally increase their knowledge resources to enhance organizational adaptability, value, and competitiveness. Organizational knowledge creation is known as the main factor in increasing organizational resilience (Fani & Fard, 2015). Organizational knowledge creation makes the school follow the changes and developments of the environment and creates creativity and innovation in the school. As much as the school is creative and innovative, it is not only resilient in the face of crises and changes, but also causes change and transformation. When teachers cause change and are involved in determining organizational goals, they are more loyal to the organization. Therefore, according to the explanations provided, this research seeks to answer this question: Is there a relationship between intelligent leadership and organizational loyalty and organizational resilience with the mediation of organizational knowledge creation?
Theoretical foundations of research
Organizational resilience
Resilience means the ability and capacity of an organization to face and deal with crises and challenges, and the ability to return to normal business conditions (Andersson et al, 2016). Organizational resilience means the ability to quickly recover the system after serious crises and the ability to resist a shock and heal its effects (Andrew et al, 2016).
Organizational loyalty is defined as the feeling of dependence and the desire to maintain membership and connection with an organization, and it is defined as the feeling of dependence, eagerness to be a member of a group, readiness to participate, feeling of trust, voluntary alignment with a group, and willingness to follow organizational instructions (Vuong & Tung, 2021).
Intelligent leadership is a beneficial dialogue between leaders and followers that directs their efforts to reach a common vision. Such a process is possible if the organization supports specific organizational and cultural values determined in a macro industrial and social environment (Keikha, 2017).
Research methodology
According to the test of the conceptual model obtained from comments and experimental studies and the use of questionnaires, the research was of quantitative type. The current research method was a quantitative, and of correlation study type, and a covariance-based structural equation modeling approach. The current research population is all second secondary level teachers of Chaharmahal and Bakhtiari province, whose number was equal to 2687 people. To determine the sample size based on Cochran's formula, 337 people were determined at the alpha level of 0.05. According to the classes of the society, proportional stratified random sampling method was used.
Research findings
According to the obtained results, standard coefficients between intelligent leadership and organizational knowledge creation is 0.52, between organizational knowledge creation and organizational resilience is 0.84, and between organizational knowledge creation and organizational loyalty is 0.96, significant at the p = 0.001 level. The variable of organizational knowledge creation has a positive effect on intelligent leadership and organizational loyalty and organizational resilience. Smart leadership has a positive and significant effect on the organizational resilience of teachers through organizational knowledge creation with a coefficient of 0.38 at the level of p>0.001.
Conclusion
The findings of this research are in agreement with those of Barasa & Gilson (2018), Arqawi & Al Shobaki (2018), Watson, Kuofie & Dool (2018), Jiang & Jiang (2019), Mehdad Etal (2019), Hosseini & jafari bazyar (2019), Majlesi & Pirzad (2020), Keikha (2021), Sukor & Panatik (2020), and Hillmann & Guenther (2021).
The research results showed that there is a positive and meaningful relationship between intelligent leadership and organizational loyalty and organizational resilience with the mediation of organizational knowledge creation. In explaining this hypothesis, it can be said that intelligent leadership by paying attention to teachers' feelings and emotions and providing a context for creating empathy in the school will create motivation and a positive attitude towards the school and the work environment, creating an emotional dependence on the school and understanding the cost of dropping out of school and commitment to stay in school. Loyal employees, in addition to being committed to the success of the organization, are the best choice to work for the organization (Mehdad Etal, 2019). Loyal teachers provide the basis for change and transformation in the school and the creation of knowledge in the school. Knowledge creation includes activities that change the shape and recombination of existing pieces of knowledge, limit shortcomings, strengthen research and develop capabilities, and monitor and control the external environment of the organization. Based on the findings of the research in relation to the positive and meaningful effect between intelligent leadership and the organizational loyalty of teachers, it is suggested: education should provide enough resources and facilities to absorb unexpected changes in such a way that at the time of crisis and problem occurrence, use these resources quickly and neutralize the crisis and move in the direction of positive change. And it is also suggested that the leaders pay attention to the ideas and opinions of the teachers and provide the necessary conditions for using their experiences to solve the problems and also create strong official communication networks in the organization and transfer information between the employees and also provide the field of creativity and innovation through holding school workshops and use as well collaborative methods and team formation to solve educational and educational problems and issues in the schools of Chaharmahal and Bakhtiari provinces. Acknowledgments The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript. Conflicts of Interest The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work. Data Availability Statement The data supporting the findings of this study are available from the corresponding author upon reasonable request. AI Use Statement The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript. Funding The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript. Ethics Approval All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.

Abstract The purpose of the research is to design a model of resilience in government organizations of Kermanshah province. The research method is qualitative-quantitative. This research is developmental-applicative in terms of purpose, and descriptive-survey in terms of data collection. The statistical population of the research includes government managers who have at least 10 years of experience. In order to sample; purposeful sampling method in the qualitative part was used, and in the quantitative part based on the number of extracted components, the number of samples was determined to be 396 people and the cluster method was used for sampling. In order to analyze the data, the coding method was used in the qualitative part and the structural equation model method was used in the quantitative part by PLS software. The results indicate that the causal factors include; individual, group and organizational factors. Also, the environmental platform includes; the role of the government, political and economic factors, and electronic platforms. The consequences also indicate the continuity and progress of the organization. The results of the structural equations also showed that the resilience model has a favorable fit in government organizations. Extended abstract Introduction Organizational resilience is a subcategory of positive organization and today, despite the attention to the term resilience and its vastly uses in various fields, there is a limited theoretical and practical understanding of this concept in its evaluation and measurement in relation to organizational resilience (Rafiyan et al, 2011). Resilience has been studied in many different fields, including management, security, ecology, psychology, disaster management, organization management, engineering, etc., but there is no definition acceptable in any field (Bergström et al., 2015). Resilience in the organizational field is not an exception to this rule. Researchers such as Alblas & Jayaram (2015), Alblas & Jayaram (2015), Chand & Loosemore (2016), and Hu et al, (2018) have considered organizational resilience as the ability to deal with changes, internal and external risks and impulses, and some such as Linnenluecke & Griffiths (2010), Alexiou (2014), and Ortiz & Bansal (2015) have defined resilience as a capacity to deal with changes, risk and impulses, and some others have considered it as an essential asset for the organization when it faces a risk (Ruiz-Martin et al, 2018). Rai et al, (2021) have considered organizational resilience as a way to deal with successive environmental crises. Organizations try to prepare themselves for all kinds of crises in advance and without fear by planning and making necessary preparations against all kinds of crises. Resilience means developing new competencies and broad capabilities to sustain momentum by creating new opportunities. Also, in this definition, resilience is considered as success due to the ability to invest in challenges and unexpected changes. According to another definition, resilience is the ability of a person or organization to quickly design and implement positive adaptive movements coordinated with an emergency situation, in such a way as to bear little pressure. Others define it as an essential asset for the organization when it faces a risk (Ruiz-Martin et al, 2018). Therefore, the concept of organizational resilience includes resistance, compromise and adaptation as the main assets and refers to shock absorption, reorganization and learning, etc. as the main capacities. Resilient organizations are also organizations that are able to deal with unforeseen shocks such as financial crises and globalization of competition, etc., and in some cases, it makes the organization prosper. In fact, resilience can be considered a necessity in recent centuries. Today's societies are increasingly facing emergency and crisis situations that challenge social and economic stability, and they rely on the services and employment provided by organizations to achieve resilience, because organizational resilience and societies' resilience are two sides of the same coin, and this means that if organizations are not ready to respond to emergencies and crises, then societies will not be ready either (Stephenson, 2010). Resilient organizations are organizations that can overcome crises with low costs due to their preparation and planning and high flexibility. All organizations should consider resilience against threats and environmental changes as one of their important and strategic goals and consider achieving this important goal. Therefore, the present research, with regard to the earthquake that happened in some cities of Kermanshah province in 2016 and caused a lot of money and lives (about 2,000 dead and 10,000 injured), seeks to, by designing a model of resilience in the government organizations of this province, help to increase their strength and readiness, which will reduce the amount of damages to the lowest possible level in the repetition of such events. The main question of the current research is: what are the characteristics of the model of resilience in government organizations of Kermanshah province? Theoretical framework The word resilience was presented for the first time by Holling in 1973 in a study titled resilience and stability of ecological systems. Then this term has been used for various other forms of resilience such as individual, organizational, supply chain, etc. If we consider people as a part of societies, resilience depends on societies and is not limited to social relations and social structure. One way to create resilience is to support people to create favorable social relations through technical resilience interventions. These interventions can include the development of services, the use of resources in communities, and the creation of new social and operational values for them. The origins and meaning of resilience as a scientific concept is ambiguous (Friend & Moench, 2013). The concept of resilience is used everywhere in both physical and social sciences. However, it has different meanings at different times. In recent years, resilience has become more common in both scientific and political discourses (Meerow & Newell, 2015). In fact, there are many meanings and concepts for resilience, there are wide definitions and interpretations of resilience, many of which are taken from the academic community of ecological systems. Originally, resilience is related to hazard studies, materials science and environmental studies, and also is a concept that has been used freely and enthusiastically by a wide range of policy makers, practitioners and academic researchers in the last decade. Although the actual meaning associated with this term varies accordingly, there are actually a large number of conceptual frameworks for resilience that are increasing day by day, reflecting its complex and multidimensional nature (Breetzke & Pearson, 2017). In relation to organizational resilience, it can be acknowledged that this category is a subcategory of positive organization, but today, even with attention to the term resilience and its many uses in various fields, especially in relation to organizational resilience, there is a limited theoretical and practical understanding of this concept in its evaluation, measurement or creation (Rafiyan, 2011). In general, two views have been mentioned in relation to organizational resilience, one of which defines resilience as the ability to return to the normal situation in the face of adversity, conflict, failure or positive events, and the other includes the development of new capabilities and the ability to expand simultaneously or even create new opportunities. Vogest also acknowledges that a resilient organization is considered to be able to maintain positive settings under challenging conditions (Hillmann & Guenther, 2021). Therefore, resilience is a necessity to respond to threats and also to adapt positively in the face of challenging conditions, accept opportunities, and provide sustainable performance (Duchek, 2020). Methodology The current research is developmental-applicative in terms of its purpose, and descriptive-survey in terms of data collection according to the nature of the research. In order to collect data in the qualitative part, in-depth semi-structured interviews were used, which were selected through purposeful and snowball sampling. The statistical population of the research included managers who are in government organizations of Kermanshah province and had at least 10 years of experience. The statistical population of quantitative section is a small part of the employees of the government organizations of Kermanshah province, whose number is 5641 people. Sampling in the quantitative section is 5 to 15 times the number of observed or apparent components (Homan, 2017). Considering that 33 primary components have been extracted, at least 190 questionnaires should have been distributed. The sampling method in this research was cluster. As a result, 400 questionnaires were distributed, of which 396 were usable. Discussion and Results The researcher analyzes the data in depth and presents them in the form of Strauss & Corbin theory (2008), and the main purpose of the research is to understand the situation. In this research process, after determining the core category, other categories are drawn in the form of a paradigmatic pattern around the core category. By using selective coding, the relationship between the categories has been identified and the conceptual model has been presented in an integrated manner. After making sure that there is a reasonable correlation and relationship between the observations and the related local variables, it is time for another important analysis, through which the statistical hypotheses of the current research will be investigated. In this part, the overview of the research model was examined first, and then each hypothesis was investigated separately. As it is clear in the previous figures, the value of t among the causal conditions, the central phenomenon, the consequences and the environmental background is higher than 1.96, which indicates the significance of the relationships between them. This shows that the model extracted in government organizations of Kermanshah is a suitable model. Also, the coefficients between the mentioned factors are all positive. Therefore, it is positive and direct between them. Also, in Table 13, the estimated coefficients and explained variance of the research variables are reported.   Conclusion The purpose of this research is to study resilience in government organizations of Kermanshah province. Therefore, while examining the concept of resilience; antecedents, environmental background and consequences of organizational resilience have been identified and a model of resilience has been presented in government organizations of Kermanshah province. After designing the research model, a number of interviewees were asked to express their opinions regarding the presented model so that required corrections can be made if necessary. The findings of the research were evaluated and reviewed by five university professors and three PhD. students, and necessary corrections were made while receiving opinions. In the following, explanations are given about each of the factors of the model. Based on the research model, "organizational resilience" as a central category based on the causal conditions of "individual, group and organizational factors" and taking into account the role of the government, economic and political factors and electronic platforms as a pattern is realized and leads to the creation of continuity in the organization and the progress of the organization. The research findings are in line with the results of Ruiz-Martin et al, (2018) and Lengnick-Hall et al, (2011).