Amir hossein Raoof

Creating a strong brand is an indispensable factor in achieving a sustainable competitive advantage and long-term survival in the market. Researchers and economic experts have recently agreed that employees play a critical role in creating brands and the future success of organizations. Internal branding is an emerging concept that investigates the effect of employees in creating a better image of the brand in customers’ minds, helps employees to perceive the values of the brand, influences their attitudes and directs their behaviors toward integration with the brand by combining these aspects to create the brand identity. A significant gap in internal branding literature is the existence of varying results regarding the effects of internal branding endeavors on employees’ brand citizenship behavior, and no agreement or integration can be observed between the results of different studies. The present study implemented the systematic review method to bridge this gap. Thus, all studies on internal branding and brand citizenship behavior conducted between 2002 and 2022 were extracted using relevant keywords from the Web of Science, Scopus, Google Scholar, Magiran, Noormags, Ensani, SID, and Civilica databases (463 studies). Finally, 12 studies were selected according to the intended quality criteria after the removal of the items that lacked the required quality. The findings of the present study showed that internal branding directly and indirectly enhanced employees’ brand citizenship behavior.

Nowadays, listening to the employee voice is of significant importance for organizations. On the one hand, the employees' ideas and opinions can solve many organizational issues and problems, and on the other hand, reflect their interests and desires to the organization's management. Employees who withhold what they know and refuse to share their ideas, opinions, and information for any reason will often experience stress, dissatisfaction, job frustration, and isolation in their organization. This will result in a decrease in trust between people, reduced commitment to the organization, and a decline in employee performance. Accordingly, organizational voice encompasses various individual, organizational, and social factors, and the identification of the factors leading to activate the employee voice to voluntary express views to influence organizational actions results in innovation, creativity, and development, as well as solving organizational problems. There is a dearth of research regarding the effects of new leadership styles (ethical, transformational, and authentic) on the emergence of voice behavior and employee voice. Therefore, this systematic review aimed to focus on this issue. Considering the previous studies, all articles in five databases, including Magiran, Noormags, Civilica, the Comprehensive Portal of Human Sciences, and Scientific Information Database of Jihad Daneshgahi, were searched using such keywords as "ethical leadership", "transformational leadership", "authentic leadership", "employee voice", "organizational voice", and "voice behavior". Finally, by eliminating duplicate and low-quality articles, 13 studies were completely included in the research process. After introducing and reviewing the thematic literature of the variables in the present study, the data of the aforementioned articles were reviewed. After evaluating the results of previous studies, recommendations were proposed to improve the employee voice in organizations using the mentioned leadership styles.

Nowadays, organizations in order to compete globally, fulfilling the increasing customers' expectations and the adaptation to changing environments, are trying to select and recruit staffs who are beyond the task and role assigned in their job descriptions. Also, in the current era, reducing organizational resources, increasing the expectations of the role and pressure from stakeholders, have created an environment in current organizations where competition instead of cooperation and a sense of the tension and stress, instead of sense of satisfaction are developed in the work's environment ; therefore, it is obvious that traditional leadership models do not meet the needs and requirements of this period, and the need for new leadership models in organizations is felt more and more. One of the new approaches of leadership that is in line with the changing needs of individuals and organization in the current period is the Servant leadership. The present study aims to review and analyze internal researchs (in Iran) on the effect of servant leadership on organizational citizenship behavior. In this regard, all existing research in Magiran, Irandoc, SID, Noormags, and Civilica databases was examined by selecting key words "Servant", "Servant Leadership", "Citizenship Behavior" as well as "Civil Behavior", which eventually by removing duplicates and undesirable items, 15 studies were fully import into the researchIn this study, these researches were investigated after introducing and reviewing a variety of models of servant leadership and organizational citizenship behavior. Finally, according to the results of previous studies, suggestions are presented for future research and ways to increase the level of citizenship behavior in organizations.