The continued pace of changes and developments has presented significant challenges to the world, including business organizations. Survival now depends on adapting, confronting challenges with a spirit of dedication, and recognizing that old frameworks and methods are no longer effective today. Contemporary organizations striving for excellence and identity have turned to seeking what is new to lead their organizations and secure a future that provides strength and determination to embrace the surprises of the future [2]. Amidst these transformations witnessed in the business environment, various types and new terms of leadership emerged, aimed at accommodating the aspirations and ambitions of employees, which have taken a new direction in thinking, working, and seeking independence and self-fulfillment. This requires a leader to embody qualities of tolerance, empathy, respect for individual rights, and participation in their dreams and aspirations that enhance their knowledge and willingness to work [3-7]. This is found in charismatic leadership, which has absorbed all these developments through its intelligent behaviors. It stimulates individuals' emotions and builds friendly relationships based on mutual respect, providing an atmosphere characterized by trust, optimism, and a focus on developing their skills. This yields positive results that benefit the organization, as it demonstrates its personality and organizational identity, making it distinctive from others. This is evident through individuals' adherence to its values, philosophy, and commitment to its mission, working diligently and with high satisfaction. They are committed to the organization's success and the achievement of its goals.

Based on this, the research includes three main axes. The first axis is dedicated to presenting the research methodology. The second axis provides the theoretical aspect, while the third axis discusses the practical aspect. Finally, the research concludes with the most important findings and recommendations [1-18].

First Axis: Methodological Framework

First: Research Problem: Educational organizations serve as cultural interfaces reflecting the advancement and progress of societies. They have a direct impact on individuals' lives, equipping them with knowledge and culture. Consequently, they bear a civilizational mission and a social responsibility in an era characterized by continuous renewal and unpredictable environmental factors. Unconventional work conditions have reshaped the roles assigned to leaders and individuals [15, 20, 32]. Old ideas and command-and-control methods are no longer suitable for leading contemporary organizations. New leadership trends have emerged, such as charismatic leadership, which has proven its effectiveness through its behaviors. Charismatic leaders exhibit emotional intelligence by embracing individuals, showing care, respecting self-worth, and being responsive to their evolving thoughts and opinions. This transforms individuals into a genuine core in shaping a positive image for the organization, instilling pride, a sense of belonging, and commitment to the organization's values [19-22]. As the researched field is one of the educational indicators that has proven its worth and established a distinct identity through its leadership behaviors, the researcher found it imperative to conduct this study. The central question posed is, "Do charismatic leadership behaviors play a role in enhancing organizational identity?" Subsidiary questions arise from this central inquiry:

• Does Al-Noor University College possess charismatic leadership behaviors from the perspective of faculty members?

• To what extent do dimensions of organizational identity exist at Al-Noor University College?

• Is there a significant correlation between charismatic leadership behaviors and organizational identity in the researched field?

• Is there a significant correlation between charismatic leadership behaviors and organizational identity in the researched field?

• Do charismatic leadership behaviors, as indicated by their dimensions, influence organizational identity in the researched field?

Importance of the Research

The significance of this research lies in two aspects;

First Aspect

Cognitive Significance: It is manifested by shedding light on two important variables, namely charismatic leadership and organizational identity, by narrating some theoretical contributions regarding the concept and dimensions of both variables. Charismatic leadership, with its distinctive behaviors, captures the attention and interest of organizations seeking to leave a unique mark and aspire to enhance their identity, as acknowledged by their employees' commitment and affection.

Second Aspect

Field Significance: The research gains importance from the significance of the researched field (Al-Noor University College). It stands as an academic institution that has proven its worth through its focus on scientific specializations needed by society and its attraction of competent professionals and experienced individuals to work within it. This has made it a source of pride and honor. Consequently, it bears the responsibility of cultivating leadership characterized by intelligence, instilling hope, and promoting respect to enhance its organizational identity and outperform its competitors.

Research Objectives:

• To identify the reality of implementing charismatic leadership in the researched field.

• To uncover the extent of awareness among the researched individuals regarding organizational identity.

• To determine the nature of the relationship between charismatic leadership and organizational identity.

Hypothetical Research Plan:

The methodological treatment of the research problem within its theoretical framework and practical contents necessitates the construction of a hypothetical research plan indicating the logical relationships between the research variables in pursuit of initial solutions to the research problem, as illustrated in Figure 1. The dimensions of charismatic leadership were identified using the scale developed by Bawafaa & Wong, while the dimensions of organizational identity relied on the scale prepared by Blader et al. The figure below illustrates the hypothetical research plan.

Figure (1) Study plan

Research Hypotheses

To test the research plan, a set of main and sub hypotheses has been adopted as follows:

First Main Hypothesis

The College of Light University does not possess charismatic leadership behaviors.

Second Major Hypothesis

There is no variation in the presence of dimensions of organizational identity at the College of Light University.

Third Main Hypothesis

There is no significant correlation between charismatic leadership and organizational identity at both the overall and sub-dimensions levels.

Fourth Main Hypothesis

There is no effect of charismatic leadership on organizational identity at both the overall and sub-dimensions levels.

Table 1: The value of stability coefficients for research variables

Regarding the Research Tools

Research Methodology: The research adopted the descriptive analytical approach as a scientific method to describe and present data, analyze it, describe the basic research variables, and explain the nature of the relationship between them.

Research Tools

To collect data, two main types were relied upon. The first included research in books and scientific journals related to the research variables. The second aspect included field research, where the questionnaire was used as the primary tool for collecting primary data on the research variables. A total of 80 questionnaires were distributed. The researcher also utilized ready-made scales from both Arabic and foreign sources, and a Likert five-point scale was employed.

Questionnaire Reliability Test

To calculate the reliability coefficient for the main research variables, the (Cornbrash’s Alpha) test was used. It was found that the Cronbach's Alpha coefficient value at the overall level of research variables was high compared to the acceptable reliability coefficient in administrative studies, which is (70%). This indicates the reliability of the scale, as shown in Table (1)."

The Concept of Resonant Leadership: Organizations strive, in the midst of competition and the pursuit of success, to adopt leadership approaches that carry social and human meanings. These approaches work towards spreading comfort and reassurance and gaining the goodwill and approval of their employees through their active role in leading the organization. In the context of this approach, resonant leadership has emerged as a modern leadership style that embraces emotional intelligence and is considered the means to influence feelings and emotions and build relationships based on respect and honesty in interactions [24-28].

In order to highlight and provide an overview of the key ideas of the concept of resonant leadership, as presented by books and researchers, we find that the initial origins of the concept can be traced back (Mary Tuuk) Who first mentioned this concept by emphasizing the importance of creating an environment characterized by open dialogue and synchronous harmony that aids in comprehending and understanding others, as well as identifying their personal visions and hidden emotions, in the year 2002, both indicated (Daniel Goleman, Richard Boyatzis and Annie McKee) to resonant relationships through the use of emotional intelligence by leaders in their book (Resonant Leadership) (Richard & Annie) in the year 2005 [15]. When tracing the concept of resonant leadership, we find that the origin of the word 'resonance' can be traced back to the Latin term 'Resonare.' The Oxford Dictionary defines resonance as 'having an echo, resonance, and an impact with other individuals within the organization'[8]. As for leadership, it refers to the process in which an individual influences a group of individuals to achieve a common goal [27]. Subsequently, writings about the concept of resonant leadership varied depending on the researchers' orientations and areas of expertise. The following table (Table 2) presents some of these concepts as outlined by certain researchers and authors.

The Importance of Resonant Leadership

Many organizations have failed and faded due to poor management and weak leadership that neglected the social and human aspects and lost their engagement with working individuals. This has prompted numerous organizations to reconsider their traditional methods and search for new leadership styles that align with the demands of the era and the aspirations of their workforce. This new style of leadership, known as resonant leadership, has gained significance due to its positive impact on both the organization and its employees. A study by Bawafaa et al. [14] reveals that resonant leadership can enhance communication within the organization, motivate employees, ignite optimism, and enthusiasm, while building a positive organizational climate. This humanistic approach contributes to improving organizational processes, coordination, and decision-making [24]. Resonant leadership derives its importance from the leader's ability to employ emotional intelligence uniquely [21]. Resonant leaders inspire others into reality by making sacrifices, facing challenges, and through their clear vision and their ability to turn dreams seizing opportunities within two cycles experienced by resonant leaders: renewal and sacrifice.

Table 2: Resonant leadership concepts from the point of view of a number of researchers

Renewal is a natural response to stress episodes, during which leaders regain their cognitive and physical capabilities and enhance their leadership practices to maintain their effectiveness. Studies and research have shown that resonant leadership has the ability to effectively blend social, intellectual, and financial capital. This helps leaders understand the market, technology, individuals, and many other factors that lead to outstanding performance [31]. Tiwari asserts that resonant leadership contributes to creating an organizational climate filled with vitality and activity by fostering a spirit of cooperation, hope, and dedication to achieving desired goals. Leaders often resort to spreading positive emotions among employees, known as emotional contagion theory, which resonates within the organization in the form of team support, guidance, relationship-building, and the ability to engage others in organizational objectives. All of these aspects support the aspirations of working individuals, as highlighted by study Manzoor [22], which indicates that resonant leadership contributes to increasing structural empowerment, granting employees independence and authority within the work environment, leading to increased job satisfaction.

Dimensions of Resonant Leadership

Resonant leadership, despite its vitality and the contemporary organizational need for innovative leadership approaches that align with the aspirations of employees and draw upon their emotions, has been a relatively recent and underexplored concept in theoretical research. However, several dimensions of resonant leadership have been identified and widely accepted in various studies.

Mindfulness

Linguistically, the concept of alertness is linked to matching the state of awareness and attention to everything that surrounds us and taking caution from it. It was mentioned in the Lisan al-Arab dictionary by Ibn Manzur 711 AH: “A man is alert, since he was alert and very alert, possessing knowledge and acumen.” In the Webster (1998) dictionary, meaning the quality represented by its members being aware or newly aware and wary of something, attentive to danger. Bakr [13] it explores mindfulness among the concepts that have received attention in organizational work and we have acknowledged it [30]. To realize the individual through four multiple areas of diversity of activities (the individual, the work environment, the internal environment, and the external environment, for the sake of the individual’s health inside or outside an organization. While Al-Abadi [4] described it as an accurate indicator for examining the continuous expectations and thinking of the individual’s reliance on his experiences, valuing the precise things in the context, and identifying new aspects of it that would improve the individual’s insight, performance, and career during his social interactions. When the individual is mentally alert, he passes He is in an increased state of cognitive contemplation and is present with his body and mind in the moment and present. A study [8] revealed that mindfulness has multiple benefits, including improving the individual’s sense of coherence and feeling of the importance and meaning of life, and the ability to manage the environment, contributing to increasing the level of concentration, and reducing the level of pressure, which leads to not rushing to pass judgment on others, to be patient, and to listen to others freely. In addition, it helps to expand the scope of vision and increases the ease of dealing with developments [19, 28, 34].

Hope

It is a state of inspiration and optimism that gives working individuals the strength and will to achieve their goals and reach a better future [31], and Millard [23] describes it as feeling a state of positive energy that working individuals derive from their awareness of the spirit of tolerance and cooperation, as hope is born. A state of perseverance tends towards determining paths and correct planning to achieve the set goals. Cassar [16] views hope as the willpower and determination that individuals possess and the ability to explore alternative methods and contingency plans to achieve goals. A study by Al-Taie and Sakr (2018) [11] says |hope creates a challenge and gives working individuals the strength to invest their efforts and achieve the desired goals. A study by Al-Masry (2020) [6] stated that resonant leadership takes into account the feelings of individuals, gives them hope, and motivates them to make efforts and cooperate with others in order to achieve goals.

Compassion

It is considered one of the most important dimensions of resonant leadership that contributes to enhancing the positive feelings of working individuals by spreading an atmosphere of compassion and friendliness among the organization’s members [8], good behavior and consideration with compassion and humanity [23]. To individuals by sharing the different situations they experience, and according to this definition, the concept of compassion as a human experience can be divided into three parts: concern for the suffering of others, understanding or noticing feelings, and a response that aims to alleviate suffering, which refers to a wide range of subjective experiences that are not Pleasant, including physical and emotional pain. The leader’s description of compassion has positive effects in treating cases of grief that affect individuals as a result of their exposure to a certain shock. At the organizational level, compassion helps increase feelings of connection with others and a sense of personal satisfaction, pride, and commitment to the organization [26-32].

The Concept of Organizational Identity: The topic of organizational identity is one of the most challenging topics as it is directly linked to the behaviors of individuals and organizational behaviors, and is considered one of the hidden motives behind many of the actions of individuals and work groups. Therefore, it has received a great deal of attention in the organizational behavior literature, as it embodies the characteristics that distinguish the organization from others. Other organizations and makes them a source of pride and honor among their theories. Organizational identity can be determined through individuals’ assimilation of organizational characteristics, goals, and achievements so that the individual feels united and integrated with the organization, and this indicates their level of acceptance of its goals and values [29]. Researchers have addressed the concept of organizational identity according to for your intellectual and philosophical orientations, table 3 presents a number of these acquaintances.

The Effects of Organizational Identity on the Individual and the Organization

The importance of organizational identity comes from its positive effects on the individual and the organization, as it contributes significantly to the organization’s survival and success in the business environment, and this importance comes from its fundamental role in influencing the feelings, attitudes, and perceptions of working individuals, which in turn is reflected in the organization’s performance and its ability to face challenges [10, 26] and Table 4 shows the effects of organizational identity on the individual and the organization.

Dimensions of Organizational Identity

The researchers addressed the dimensions of organizational identity according to their orientations and intellectual frameworks, as each researcher has his own view and vision. The researcher decided to rely on the scale presented by Blader et al. which is similarity, pride and respect: Identification: It means the process of psychological attachment between the individual and the organization in which he works, and it is a psychological and social bond that connects employees to their organizations and through them determines their behaviors and trends that are sufficient to achieve its interest. 

Abdullah et al. (2019) [1] see it as a state of the individual’s emotional and behavioral awareness of his belonging to the organization that It is implemented as the individual shows the extent of his love and loyalty to his job and performs its duties with all dedication and sincerity and active participation in achieving the organization’s goals, which he sees as largely consistent with his own goals. Its importance is evident in improving the organization’s position in society and raising its competitive ability, and it contributes to achieving the psychological connection between employees and their feelings. That their destiny and destiny are the same, and that success and failure surround them all [9].

Table 3:      A number of concepts of organizational identity from the point of view of some researchers

Table 4:      The effects of organizational identity on the individual and the organization

Pride

Pride is an emotion of exceptional importance that has a fundamental role in leading daily and life-related social behavior [5] and Muhammad et al. (2019) [25] believe that organizational pride plays a major role in the success of organizations, as working individuals can provide distinguished service when they are willing and able to participate in improving the quality of service. organizational pride is closely linked to the feeling of belonging to the organization, and increased pride gives motivation to continue working and persevere in performing the tasks assigned to individuals [27-35].

Respect

Expresses the extent to which an individual believes that he has a good reputation within the organization in which he works, and it is the good interaction he receives from individuals as a result of mutual respect between them, as well as respect for ideas related to developing and improving work and the way work is accomplished in the organization and the appreciation of senior management for the contributions and creativity made by individuals. These good behaviors leave a positive impression on the individual as a result of the exchange of ideas and the respect he enjoys and receives from his superiors at work [5].

Practical Framework

Statistical treatment to test the first and second hypotheses requires the use of descriptive statistics measures (arithmetic mean, standard deviation, coefficient of variation, and relative importance).

Testing the First Main Hypothesis

It is clear from the results of Table 5 that the organization under study possesses resonant leadership behaviors, as indicated by the overall indicators of the arithmetical circles of 3.92, 3.16, 3.93 which were greater than the hypothesized mean of 3. The Hope dimension achieved the highest percentage of presence. In terms of importance, it was followed by mindfulness, and finally, compassion came in third place, thus rejecting the first main hypothesis, which states, “Al-Noor University College does not have resonant leadership behaviors and acceptance of its alternatives.

Testing the Second Main Hypothesis

It is clear from the results of table 6 that the organization under investigation possesses the dimensions of organizational identity, as indicated by the overall indicators of the arithmetic circles, which amount to 3.29, 3.97, 4.07, which were greater than the hypothesized mean of 3, and the hope dimension achieved the highest The percentage of presence in terms of importance was followed by the dimension of mindfulness, and finally the dimension of compassion came in third place, which indicates the presence of a difference in the presence of the dimensions of organizational identity, and therefore the second main hypothesis is rejected, which states that the presence of the dimensions of organizational identity does not differ in Al-Nour University College and the acceptance of its alternative.

Testing the third main hypothesis: In order to test the third main hypothesis, statistical treatment requires the use of an analysis of the correlation between resonant leadership and organizational identity at the overall level, as the data of table 7 indicate the existence of a direct correlation with a significant significance between resonant leadership and organizational identity taken together in value. The correlation coefficient is 0.850** at a significance level of 0.05, and this result indicates that the organization under study has leadership that emulates the future and seeks development while paying attention to all human aspects and spreading the spirit of compassion among individuals, which in turn leads to strengthening the organization’s identity.

Table 8 also shows the results of the correlation relationships between the sub-variables related to the first, second, and third sub-hypotheses emanating from the third main hypothesis, as follows:

Table 5:      Statistical and descriptive indicators of resonant leadership behaviors

Table 6:      Statistical and descriptive indicators of the dimensions of organizational identity

Table 7:      Results of analyzing the correlation between resonant leadership and organizational identity

Table 8:      Results of analyzing correlations between resonant leadership behaviors and organizational identity

N= 80                                                                                                                                                                                  P ≤ 0.05

• The results indicated that there is a significant correlation between the variable of alertness clarity of mind and organizational identity at a good level, as the correlation coefficient reached 0.770. This explains that the organization under study has long-term visions and is always ready to keep pace with any new events by preparing future strategies, and this is what makes it. It attracts the attention of those who benefit from its services and enhances its identity.

• The results showed that there is a significant correlation between the variable of hope and organizational identity, as the correlation coefficient reached 0.811, which is a strong relationship that reflects the extent of the researched organization’s keenness to inspire enthusiasm among working individuals and give them opportunities to continue and develop themselves through clear and transparent work procedures, which contributes to building an identity. Cohesive organization.

• The results also showed that there is a significant correlation between the variable of compassion and organizational identity, as the correlation coefficient reached 0.607. This result shows that the organization under study believes in humane treatment and is interested in taking into consideration the feelings and suffering of others, looking at them with compassion, and showing them affection and respect, and this is what is reflected in their loyalty and adherence to the organization.

Based on the above, the third main hypothesis is rejected, which states: There is no significant correlation 

Table 9:      Results of analyzing the impact of resonant leadership on organizational identity

Table 10:   Results of analyzing the impact between resonant leadership behaviors on organizational identity

between resonant leadership and organizational identity at the overall level and at the sub-dimensional level.

Testing the Fourth Main Hypothesis

In order to test the fourth main hypothesis, statistical treatment requires the use of simple regression analysis to measure the moral effect between resonant leadership in strengthening organizational identity at the overall level, the results of which are shown in table 9, which shows that resonant leadership has a moral effect in strengthening organizational identity. In terms of the calculated F value of 96.075, which is greater than its tabulated value of 4.08 at a significance level of 0.05, the effect of resonant leadership on organizational identity was explained by the coefficient of determination R2 of 0.722. The rest is due to random variables that do not It can be controlled or it is not included in the regression model. The value of B1 reached 0.764, which indicates that a change of one unit in the variable of resonant leadership leads to a change in organizational identity of 0.764.

As for testing the first, second, and third sub-hypotheses emanating from the fourth main hypothesis shown in Table 10, the table shows that the dimension of alertness clarity of mind affects organizational identity significantly in terms of the calculated T value 7.347, which is the largest. From its tabular value of 1.684 at a significance level of 0.05, the explanatory power for the effect of mindfulness in enhancing organizational identity was as high as the coefficient of determination R², amounting to 0.593. The rest is due to random variables that cannot be controlled or are not included in the regression model, as the value of B1 was 1.977, which indicates that a change of one unit in the variable of mental alertness leads to a change in organizational identity of 1.977. This would lead to the rejection of the first sub-hypothesis emerging from the fourth main hypothesis, which states: “It does not affect the variable of alertness clarity of mind in organizational identity and acceptance of its alternative.

The results indicate that the hope variable has a significant effect on organizational identity in terms of the calculated T value of 8.440, which is greater than its tabulated value of 1.684 at a significance level of 0.05. The explanatory power for the effect of the hope variable on organizational identity has reached the extent of the coefficient of determination. R² is 0.658, and the rest is due to random variables that cannot be controlled or are not included in the regression model. The value of B1 was 1.776, which indicates that a change of one unit in the hope variable leads to a change in organizational identity of 1.776. This would lead to rejecting the second sub-hypothesis emanating from the fourth main hypothesis, which states that “hope does not have a moral effect on organizational identity” and accepting its alternative.

The results showed that the compassion variable had a significant impact on organizational identity, and this was confirmed by the calculated T value of 4.710, which was greater than its tabulated value of 1.684 at a significant level of 0.05. The explanatory power for the effect of the mercy variable on organizational identity amounted to the coefficient of determination, R², is 0.369, and the remainder is due to random variables that cannot be controlled or are not included in the regression model. The value of B1 was 1.353, which indicates that a change of one unit in the compassion variable leads to a change in organizational identity of 1. 353, and this would lead to the rejection of the third sub-hypothesis, which emanates from the fourth main hypothesis, which states: “The dimension of mercy does not have a moral effect on organizational identity and the acceptance of its alternative.”

In summary, and through what the results revealed, resonant leadership, in all its dimensions, has a positive effect in strengthening the organizational identity of the organization under study. It has emerged that the dimension of hope is the most influential among the other sub-variables, and this indicates that the organization under study is concerned with the psychological aspects by spreading the spirit of enthusiasm. Looking at the future with optimism and positivity, which creates a feeling of comfort in individuals and works with dedication and sincerity.

This would lead to the rejection of the fourth main hypothesis, which states (there is no effect between resonant leadership on organizational identity at the overall level and at the sub-dimensional level).

The results of testing the first hypothesis revealed the interest of the researched organization in resonant leadership behaviors in terms of its ability to contain and sense the events taking place in its environment and adapt and respond quickly to them, spreading a spirit of optimism and positive motivation for work, and spreading a spirit of tolerance and respect among working individuals and their supervisors.

The results of testing the second main hypothesis showed that the individuals surveyed possess a sense of pride and loyalty to their university and are proud of the achievements provided by the university, which gives them joy and happiness.

The results of testing the third hypothesis confirmed the existence of a high positive correlation at the overall level between resonant leadership and the organization’s identity. This explains the keenness of university officials to adopt the best leadership methods that would develop the spirit of dedication to work, sincerity, and exerting strenuous efforts for its success and development. .

The results also demonstrated the existence of significant correlations between the dimensions of resonant leadership (organizational vigilance, hope, compassion) and organizational identity combined, as the results were good and this stems from the adherence of officials in the organization under investigation and their adornment of the qualities of a leader who loves his work and uses his intelligence and acumen to consolidate the values of belonging. Individual workers have pride in their organizational identity.

The results confirmed that resonant leadership, through its behaviors, had a positive effect in strengthening organizational identity, as indicated by the values of the regression coefficients, which were different, as the dimension of hope was recorded as the most influential, then the dimension of mental alertness, and finally the dimension of compassion.

Proposals

In the light of the research results, we include the following set of proposals:

• Increasing the support and attention provided to the individuals surveyed by taking into account their professional capabilities and job experience and assigning them tasks and responsibilities in a manner commensurate with that.

• Emphasis on building friendly relations between the individuals studied by encouraging teamwork based on cooperation to achieve the interests and goals of the university/college under study.

• Encouraging creative ideas and paying attention to individual and collective initiatives that would develop work methods and develop the spirit of loyalty and pride in the organization under study.

• Working to develop the individuals surveyed on an ongoing basis by involving them in training courses, and encouraging them to attend seminars and forums that are concerned with introducing workers to the strengths and pride of their organization towards competing organizations, in a way that reflects a positive impression among society about the relationship between the organization and its workers and its relationship with society and competitors.

• Administrative leaders should benefit from the positive research results that revealed the importance of adopting resonant leadership behaviors in enhancing the organization’s identity.

1. Abdullah, Ali Abdul Latif et al. "The role of autocratic leadership styles in enhancing the level of organizational symmetry: An exploratory study of the opinions of a sample of employees of the Zakho Education Directorate." Journal of Humanities and Social Sciences, vol. 22, no. 1, 2019.

2. Aisha, Boualala. The role of organizational identity in improving job performance in higher education institutions in Algeria: A case study of Adrar University. Doctor’s thesis, Faculty of Economic, Commercial and Management Sciences, Algeria, 2022.

3. Akın, Ugur and Tarik Ulusoy. "The relationship between organizational silence and burnout among academicians: A research on universities in Turkey." International Journal of Higher Education, vol. 5, no. 2, 2016.

4. Al-Abadi, Ali Razzaq et al. "The effect of organizational mindfulness on entrepreneurial performance: An exploratory study of the opinions of teachers in Mahdi Kufa and Najaf." Al-Ghari Journal of Economic and Administrative Sciences, vol. 15, no. 1, 2018.

5. Al-Abidi, Ali Razzaq Jiyad and Sami Ghanem Kazem Al-Shibli. "Aesthetic leadership and its impact on organizational pride: An applied study in the General Directorate of Education in Najaf Governorate." Journal of Economic and Administrative Studies, vol. 1, no. 21, 2021.

6. Al-Masry, Marwan Walid. "The impact of practicing resonant leadership among kindergarten directors in the Gaza governorates and its relationship to their organizational integrity." South Valley International University Journal of Educational Sciences, no. 5, 2020.

7. Alqarni, Saleh Ali. "How school climate predicts teachers’ organizational silence." International Journal of Educational Administration and Policy Studies, vol. 12, no. 1, 2020.

8. Al-Rabie, Faisal. "Emotional intelligence and its relationship to mental alertness among students at Yarmouk University." Jordanian Journal of Educational Sciences, vol. 15, no. 1, 2018.

9. Al-Shahoumi, Saeed bin Rashid bin Ali. "The impact of job satisfaction on organizational commitment among teachers basic education schools in the Sultanate of Oman (organizational isomorphism as a mediator)." Journal of Arab Studies in Education and Psychology, vol. 142, no. 1, 2022.

10. Al-Shami, Afzal Abbas Mahdi. The spirituality of the workplace and its implications in citizenship behavior by mediating the attractiveness of organizational identity: An analytical study of the opinions of a sample of employees of the Holy Hussein Shrine. Unpublished master’s thesis, College of Administration and Economics, University of Karbala, 2014.

11. Al-Taie, Faisal Alwan and Abdullah Ali Sakr. "The impact of organizational silence on the main capabilities of positive organizational behavior: An analytical study of the opinions of a sample of employees of the Holy Karbala Police Directorate." Journal of Management and Economics, vol. 6, no. 21, 2018.

12. Bagheri, Ghodratollah et al. "Organizational silence: Basic concepts and its development factors." Ideal Type of Management, vol. 1, no. 1, 2012.

13. Bakr, Nadia Abdel Khaleq Ramadan. "The impact of the dimensions of mental alertness on organizational creativity: A field study." Scientific Journal of Business and Environmental Studies, vol. 7, no. 2, 2016.

14. Bawafaa, Eunice et al. "The influence of resonant leadership and structural empowerment on the job satisfaction of registered nurses." Journal of Research in Nursing, vol. 20, no. 7, 2015.

15. Boyatzis, Richard et al. "Developing resonant leaders through emotional intelligence, vision and coaching." Organizational Dynamics, vol. 42, 2013.

16. Cassar, Gavin. "Are individuals entering self‐employment overly optimistic? An empirical test of plans and projections on nascent entrepreneur expectations." Strategic Management Journal, vol. 31, no. 8, 2010, pp. 822–840.

17. Civelek, Mustafa Emre et al. "Identifying silence climate in organizations in the framework of contemporary management approaches." International Journal of Research in Business and Social Science, vol. 4, no. 4, 2015.

18. Deniz, Nevin et al. "The relationship between employee silence and organizational commitment in a private healthcare company." Proceedings of the International Strategic Management Conference, 2013.

19. Erat, Serhat et al. "Managerial perception and organizational identity: A comparative analysis." Journal Economic and Business of Sustainability, vol. 12, no. 6, 2020.

20. Hussain, Muhammad Wajahat et al. "Organizational silence: A predictor of organizational commitment in higher education institution." Developing Country Studies, vol. 6, no. 2, 2016.

21. Malone, LaToya D. Individual differences and stress reactions as predictors of performance in pilot trainees. M.S. thesis, Department of Psychology, Kansas State University, 2010.

22. Manzoor, Shaista et al. "The influence of structural empowerment and resonant leadership on job satisfaction of registered nurses at public hospital of Lahore Pakistan." International Journal of Advancements in Research & Technology, vol. 8, 2019.

23. Millard, Michele L. Psychological net worth: Finding the balance between psychological capital and psychological debt. PhD diss., University of Nebraska, 2011.

24. Molina, Ramineth Joselin Ramírez et al. "Relationship between social intelligence and resonant leadership in public health institutions." 2019.

25. Muhammad, Yazan Salem et al. "The role of organizational pride in job engagement: The mediating role of organizational affiliation." Journal of Management and Economics, vol. 8, no. 30, 2019.

26. Nabila, Bowden and Shafia Ghalit. "Elements of building organizational identity." Al-Hikma Journal for Philosophical Studies, vol. 10, no. 2, 2022.

27. Northouse, P.G. Leadership Theory and Practice. 6th ed., Sage Publications, Thousand Oaks, CA, 2013.

28. Pope, Rachael. "Organizational silence in the NHS: ‘Hear no, see no, speak no’." Journal of Change Management, vol. 19, no. 1, 2018.

29. Sargolzaee, Ali Reza et al. "An analysis of the relationship between organizational identity and organizational structure in electricity company in Sistine and Baluchistan province." 2017.

30. Schwartz, A. "Mindfulness in applied psychology: Building resilience in coaching." The Coaching Psychologist, vol. 14, no. 2, 2018.

31. Taner, Bahar and Berna Aysen. "The role of resonant leadership in organizations." European Scientific Journal, vol. 19, no. 9, 2013.

32. Tietsort, Cristopher J. et al. "You just don’t talk about certain topics: How concerns to disclose suffering to leaders constrain compassion at work." Sustainability, vol. 15, no. 5, 2023, https://doi.org/10.3390/su15054628.

33. Tiwari, Binita and Usha L Usha. "Role of resonant leaders in engaging employees of firms facing economic crisis." International Conference on Trends in Economics, Humanities and Management (ICTEHM'15), 27–28 Mar. 2015, Singapore.

34. Turk, Ellen W and Zora M Wolfe. "Principal’s perceived relationship between emotional intelligence, resilience, and resonant leadership throughout their career." International Journal of Educational Leadership Preparation, vol. 14, 2018.

35. Wagner, Joan I. et al. "Resonant leadership, workplace empowerment, and ‘spirit at work’: Impact on RN job satisfaction and organizational commitment." Journal Ingram School of Nursing, McGill University, vol. 45, no. 4, 2013.