:

:

.

. . . .

. 102 . ((Burke, 2002 ( ) ( ). . : (Galbreath,1999) . " " ( ) . . " " . ( 2005). .

. . Dore (1973) . (Hofstede, 1991; Hickson & Pugh, 1995) .

. (2004) . (UNDP, 2003) (Sabri, 2004; Ali, 1996; & Attiyeh, 1993) () (Sharabi, 1990 & Barakat, 1990) .

2004 " Educational Reform for Knowledge Economy (ERFKE) 352 ( ) . . ( ) . 2006 ( 2005). 1. .2. .3. .

:1. 2. 3. 4.

. . (Burke, as cited in Schermerhorne,2002) Transformational Transactional. Burke . 146 : . : 1. " " " "

. (2004) . Knowledge Economy (Swanstrom, 2002) . . . (Swanstrom, 2002) . knowledge-based economy " ". . " " " ". . (1999) " ".

. "" ( ) . " " . . . .

. . . . . . (Romer,1995) , . (Quinn et al., 1996) . (Winter, 1987) . . 2.

. . " " Drucker (1997). (Becker, 1964) " ". . (Drucker, 1991) . . (Lang, 2001) . . " Good to Great: Why some companies Make the Leap and Others Dont (Collins, 2001) . . . . . " " . . . . (Paries, 2004) . . .3. . . . (Drucker, 2003) . Davenport & Prusak (1998) (1994) Nonaka . . . . . . " " .

( ) . (Bass 1985; Kanungo & Jaeger 1990; Sashkin, 1988; Tichy and Devanna, 1990; Bryman, 1992).. (Vroom, 2000) . (Hersey & Blanchard 1988) . . (1978) Burns Transformational Leadership Transactional Leadership . (1985, 1996) Bass (2002) Burke . . Charisma . . . . (1988) Hater & Bass (1990) Yammarino & Bass . . (1999) Den Hartog, et al. . (1991) Hofstede . (1995) House . : 1. . : ( ). 146 102 17 . 83 56% (Lin, 1976). 92% 8% . 35% 31-40 48% 41-50 17% . ( ) . 2. W. Warner Burke (Cited in Schermerhorn, 2002) . Burke . Cronbach Alpha 0.77 . () . . ( ) ( ). : . (5) (4) (3) .3. . :

1: .

2 : . 3: .

: 1. : 1 .

1: (= 83 )

1 2.7795.

2 2.8795.

3 3.1098.

4 2.041.08

5 2.171.02

6 2.9587.

7 2.131.45

8 2.2781.

9 (Practical)2.821.13

10 1.2485.

2.4042.

(- = 2.40 ) . . : (=3.10 ) (-= 2.95) (- = 2.87) (Practical (=2.82) (=2.77). (=2.27) (=2.17) (=2.13). (=1.24)2. :

2 . 2: (= 83)

1 2.2787.

2 2.2096.

3 2.0687.

4 3.011.08

5 2.0884.

6 2.901.10

7 3.081.26

8 2.8291.

9 (Inspirational)2.301.03

10 3.8089.

2.6043.

2 (-= 2.60). . : (-=3.80). (-=3.08). (-=3.01). : (-=2.90) (-=2.82 ). : (Inspirational) (-=2.30) (-=2.27) (-=2.20). (-=2.08) (-=2.06) . 3 . . 3: (=83) %

1. . 2.772.2795.87.21%

8%

2.

. 2.872.2095.96.25%

10%

3.

. 3.102.0698.97.34%

7%

4.

. 2.043.01 1.081.0812%

40%

5. . 2.172.081.0284.25%

7%

6. . 2.952.9087.1.1015%

34%

7. . 2.133.081.451.2621%40%

8. . 2.272.8281.91.6%

18%

9. (Practical). (Inspirational2.822.301.131.0329%

11%

10.

. 1.243.8085.89.1%

71%

2. : "" t-test for Independent sample 82 95% . 4. 4: "" (=83) "" 95%

55.222.4042.2.502.31

55.172.6043.2.692.51

- : 82- : 95 % .: . . . . . . (2004) (2005) . (Jung et.al, 1995) Collectivist . . (Harrison, 1995) .

.

. . .

(2003) " " 2003.

(2004) " " -

26-28 2004. (2005) 234 22 /3/2005. (1999) " " 4 3 . (2004) " ... " 18 2004. (2005) " " 12/1/2005 .Abu-Tayeh, S. & Al Khawaldeh, K. (2004), 'Transformationnel leadership: a study of the leadership behavior of Jordanian managers working in Petroleum Industry', Dirasat, 31, (1), 169-179.

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