Fariba Karimi - Department of Educational Science, Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan, Iran
Zohreh Morshedi - Department of Educational Science, Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan, Iran

Aim: The current study was aimed at investigating the relationship between transformational leadership with organizational innovation in Islamic Azad University (Qom Branch) (IAUQB). Methods: To reach this, the descriptive correlational study was conducted. The population understudy was consisted of all the 175 faculty members of IAUQB. Using simple random sampling, anumber of 120 faculty members were selected as the sample population in the study. To collect data,the researcher used the questionnaires by Bass and Avoilo’s transformational leadership, and Esmail’s et al., organizational innovation. The validity of the questionnaires was confirmed by the experts in the field. The reliability of the questionnaire was measured using Cronbach alpha. It showed that the reliability of transformational leadership was 0.83, and organizational innovation’s reliability was0.89. Data analysis was carried out using the statistical program package SPSS 19. To analyze the data, the researcher used the descriptive method of investigation as well as inferential methods (such as regression, Pearson correlation coefficient). Result: The results of the study showed that therewas a relationship between organizational leadership and its variables by organizational innovation.The results of step-wise regression also proved that idealized influence was the best predictor of organizational innovation. Discussion: In analyzing organizational culture variables, it was shown that adaptability and mission is the best predictor for organizational innovation. MANOVA test results also showed that there was a significant difference between transformational leadership and organizational innovation. In comparing transformational leadership with organizational innovation, the point of difference was based on working experience and gender.

Idealized influence, inspirational motivation, intellectual stimulation, organizational innovation, personal consideration, transformational leadership