1- PhD Student, Department of Public Administration, Ke.C., Islamic Azad University, Kerman, Iran
2- Department of Management, Ke.C., Islamic Azad University, Kerman, Iran ,mohammadjalalkamali@iau.ac.ir
3- Department of Applied Mathematics, Ke.C., Islamic Azad University, Kerman, Iran
2- Department of Management, Ke.C., Islamic Azad University, Kerman, Iran ,
3- Department of Applied Mathematics, Ke.C., Islamic Azad University, Kerman, Iran
Abstract: (11 Views)
Objective: The purpose of this study was to investigate the relationship between managers’ decision-making styles and their spiritual intelligence in branches of Islamic Azad University.
Methods: In terms of objective, this study was applied, and in terms of nature, it was a descriptive-quantitative survey. The statistical population consisted of all managers and staff of Islamic Azad University in Sistan and Baluchestan province in 2020. Using stratified sampling, 169 employees and 57 managers were selected as the sample. Data collection instruments included standard questionnaires measuring spiritual intelligence and decision-making styles. To ensure the quality of the instruments, face, content, and construct validity were assessed and confirmed. The reliability of the questionnaires was also reported at an acceptable level using Cronbach’s alpha. Data were analyzed in SPSS software using descriptive and inferential statistics, including Pearson correlation coefficient and regression analysis (simple and multiple).
Results: Descriptive results showed that the mean score of managers’ spiritual intelligence () fell below the desirable level. Correlation findings indicated no significant relationship between managers’ spiritual intelligence and their decision-making styles (, ). Multiple regression analysis also revealed that the overall regression model was not significant in predicting decision-making styles (), and the dimensions of spiritual intelligence lacked significant explanatory power. However, analysis of standardized coefficients showed that only the dimension of “spirituality in behavior” had a significant relationship with decision-making style and was able to predict it (). Conversely, the dimensions of “verbal spirituality” and “transcendent spirituality” did not play a significant role in explaining decision-making styles.
Conclusions: Based on the findings, it can be concluded that managers’ decision-making styles are influenced more by organizational structural factors and administrative requirements than by the internal components of spiritual intelligence, and only the behavioral manifestation of spirituality plays a relative role in the decision-making process.
Methods: In terms of objective, this study was applied, and in terms of nature, it was a descriptive-quantitative survey. The statistical population consisted of all managers and staff of Islamic Azad University in Sistan and Baluchestan province in 2020. Using stratified sampling, 169 employees and 57 managers were selected as the sample. Data collection instruments included standard questionnaires measuring spiritual intelligence and decision-making styles. To ensure the quality of the instruments, face, content, and construct validity were assessed and confirmed. The reliability of the questionnaires was also reported at an acceptable level using Cronbach’s alpha. Data were analyzed in SPSS software using descriptive and inferential statistics, including Pearson correlation coefficient and regression analysis (simple and multiple).
Results: Descriptive results showed that the mean score of managers’ spiritual intelligence () fell below the desirable level. Correlation findings indicated no significant relationship between managers’ spiritual intelligence and their decision-making styles (, ). Multiple regression analysis also revealed that the overall regression model was not significant in predicting decision-making styles (), and the dimensions of spiritual intelligence lacked significant explanatory power. However, analysis of standardized coefficients showed that only the dimension of “spirituality in behavior” had a significant relationship with decision-making style and was able to predict it (). Conversely, the dimensions of “verbal spirituality” and “transcendent spirituality” did not play a significant role in explaining decision-making styles.
Conclusions: Based on the findings, it can be concluded that managers’ decision-making styles are influenced more by organizational structural factors and administrative requirements than by the internal components of spiritual intelligence, and only the behavioral manifestation of spirituality plays a relative role in the decision-making process.
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