Investigating the impact of freedom-thinking leadership on crisis management with emphasis on staff training and improvement (case study: Red Crescent Society of West Azarbaijan province)

Background: Every crisis requires leadership. One type of leadership is freedom-thinking leadership. Which is an approach of leadership that strives simultaneously enhance the professional development of employees, and increase job improvement and help organization development by combining working groups and social groups, participation, decision-making and moral and compassionate behavior. In other words, a freedom-thinking leader is who has the ability and guidance to achieve organizational goals. One of the leadership components is education and improvement. Education focuses on excellence and is related to the knowledge, skills, and attitudes needed by individuals to carry out their current job in a routine manner with existing responsibilities. Therefore, in this research, the effect of freedom-thinking leadership on crisis management was studied with an emphasis on training and improving staff in the branches of Red Crescent Society of West Azarbaijan. Method: In this descriptive-applied study, all employees of Red Crescent Society branches of West Azarbaijan province were studied (262 people). Of these, 159 people were selected according to Cochranchr('39')s formula. In the next step, data collected through three questionnaires including a researcher-made freedom-thinking leadership, staff training and improvement and crisis management. Structural validity and Cronbachchr('39')s alpha coefficient were used to determine the reliability and validity of questionnaires. Data analyzed by using descriptive statistics methods such as abundance, cumulative and relative frequency, and mean. Different methods and techniques of MANOVA and stepwise regression correlation coefficient were used in the inferential statistics section. Findings: The results showed that relationships between variables such as system thinking, achievement of goals, helping individuals and teams, an being example for others, dive freedom, encouragement and support, trust-based relationships, and crisis management are significant  and meaningful with the training and improvement of employees. Conclusion: The results showed that among the components of freedom-thinking leadership, giving freedom has the greatest impact on crisis management emphasizing staff training and improvement. In addition, other components such as being an example for others, achievement of objectives, trust-based relationships and helping people and teams have the highest beta and most impact on crisis management respectively.

Keywords:

freedom-thinking leadership , crisis management , education , improvement , رهبری آزامنشانه , مدیریت بحران , آموزش و بهسازی