Organizational culture and leadership effectiveness at the university managerial level; GLOBE national survey in Iran

Organizational culture and leadership at the university is an important requirement for its effectiveness. Only in this way, can the scientific and epistemological capacity of the university be optimally supported and realized. This research was conducted by a field survey among public universities' administrators in ten regions and three administrative levels including university, faculty, and department. A proportional stratified sampling method appropriate to each region stratum was used. The GLOBE standard questionnaire was used to compare with other available national and international data. Paired tests, independent t-test, analysis of variance, multiple comparisons and Toki's test were used for data analysis. Based on the experience of university administrators, as well as the leadership and organizational behavior of university administrators and their effectiveness, the state of organizational culture and work environment in the administrative and managerial department of the university were nationally surveyed. Satisfactory collectivism, risk tolerance and gender egalitarianism were not observed. Although, university administrators are keen on progress and success and performance improvement, university administrators are keen on progress and success and performance improvement, but in their organizational behavior,  there is the elements of tendency to the present, and everyone wants to get instant results rather than thinking about accumulating long-term results. Experienced leaders have found that in existing organizational culture, expression and courage are to their detriment. For this reason, they keep up appearances and this prevents them from being effective. Organizational culture in Iranian universities is still plagued by inefficient hierarchy. This matter, in addition to instability, leads to the growth of egoistic individualism, even among academics. Iranian academics have high expectations of themselves but they do not feel the necessary institutional conditions to implement it. The gap between expected values ​​and actual behaviors can lead to "learned helplessness" and reduce causal thinking and self-efficacy. Significant differences were observed among ten regions, between fields of study, management levels, and three generations of academics. Policy research recommendations were presented.