Organizational performance is closely linked to leadership performance. Given the significant pressures and challenges facing organizations today, in an increasingly fast-paced and complex environment, the need for effective leadership has become evident. This leadership must be capable of transforming weaknesses into strengths and simultaneously leading the way in its field. To motivate an organization, it must have a resonant leadership that can effectively communicate its image to employees at all administrative levels. This vision can foster an environment of participation, encouraging the exchange of new and innovative ideas and creating all the necessary conditions for achieving excellence [1]. Resonant leadership is considered one of most prominent modern leadership styles and approaches, despite its theoretical frameworks presented by Boss in 1985. These frameworks advocate relying on emotional intelligence to achieve harmony and compatibility with subordinates and as a fundamental element in guiding individual behaviors within the organization. This approach directs individuals towards abandoning old habits and embracing new values, practices and methods, while also fostering vision and compassion. It motivates them to adapt to change and guides them towards achieving the organization's goals and their own objectives [2]. Therefore, it is crucial to study the role of organizational success from the perspective of employees in the Baghdad Municipality-Baghdad Water Department, Southern Reservoir, who represent the backbone of one of Baghdad's important service institutions. The study examines the extent to which the department achieves organizational success criteria, including administrative efficiency, organizational effectiveness and its organizational reputation, all of which contribute to its continuity, survival and organizational growth [3]. Intense competition across all sectors of today's society places immense  pressure  on  leaders  and  organizational members. A range of emotional problems, such as burnout, emotional conflict, anxiety, depression and even suicide, are common and have sparked considerable debate. In this new era of organizational emotional crises, traditional leadership styles face ongoing challenges and skepticism. Consequently, people are beginning to question what kind of leadership style is needed. Resonant leadership theory posits that leadership is a two-way, interactive process between leaders and subordinates and that emotions, as the link between individuals, play a crucial role in this interaction [4].

Research Problem

Successful organizations strive to study and understand all the challenges they face in order to ensure job satisfaction, organizational loyalty and a high level of harmony and mutual trust among employees. They have a direct impact on the lives of citizens. In today's world, characterized by numerous changes and developments, this characteristic has become fundamental to the work of organizations, especially given the increasing number of tasks assigned to them. This has led to increased efforts and work by employees to achieve their goals of serving society in general, as well as building successful organizations with conscious leaders capable of building and raising the morale of their employees.

From a practical standpoint, the research problem manifested itself through a study of operational capacity of public sector organizations, including the Baghdad Municipality, the Baghdad Water Department and the Southern Reservoir. The researcher observed that these organizations, given the immense professional responsibility entrusted to them, which directly impacts the service provided to citizens and their interests, suffer from several problems. The most prominent of these is the leadership structure and style they adopt, specifically the use of positive leadership to ensure the success of their employees. To enhance public services, it is essential to identify the optimal leadership style to achieve maximum organizational success. This success can only be achieved through positive and effective leadership characterized by strength, inspiration and the ability to generate enthusiasm، Resonant leadership acts as a guide for others, encouraging them to strive for excellence and prosperity, ultimately leading to greater success for everyone and motivating them to deliver their best performance. Given the gap in the literature regarding the role of resonant leadership in achieving organizational success, this research attempts to bridge this gap by answering the central research question: What is the role of resonant leadership in achieving organizational success? The research questions are defined as follows:

• To what extent do the leaders of Baghdad Municipality-Baghdad Water Department-​​Southern Reservoir recognize the importance of resonant leadership, its dimensions and its role in achieving organizational success?

• What mechanisms do the leaders of Baghdad Municipality-Baghdad Water Department-​​Southern Reservoir possess that they will use to achieve organizational success for the staff within the department under study?

• What is the level of relationship between resonant leadership and organizational success from the perspective of staff of organization under study and does this relationship play a role in enhancing the organization's ability on achieve organizational success?

Importance of the Research

The research derives its importance from the significance of its variables and the nature of the relationships between them. The importance of the research can be illustrated through the following points:

• Diagnosing the extent to which the organization under study adopts resonant leadership and organizational success

• Measuring the role of resonant leadership in achieving organizational success in the Baghdad Municipality-Baghdad Water Department, Southern Reservoir

• The current research contributes to enhancing and developing the leadership skills of the organization under study through a set of conclusions and recommendations that reinforce the concepts of resonant leadership and organizational success within it

• The importance of the research is evident in increasing and deepening the understanding of the organization’s leaders in the Baghdad Municipality-Baghdad Water Department-​​Southern Reservoir with important concepts such as resonant leadership and organizational success in order to benefit from them effectively in order to achieve organizational success and excellence for its employees?

Research Objectives

Based on the research problem, its significance and its questions, the research objectives can be expressed as follows:

• This research aims to build a comprehensive knowledge framework about the two research variables (resonant leadership and organizational success) and their dimensions. This will help the leaders of the organization under study to clarify the concept of resonant leadership and its importance in achieving organizational success

• This research aims to diagnose the current situation of the Baghdad Municipality-Baghdad Water Department-​​Southern Reservoir and to determine the extent to which its leaders are committed to adopting resonant leadership and its role in achieving organizational success

• To  test  the  relationship  and  impact  of  the dimensions of resonant leadership on organizational success within the organization under study and to determine whether this relationship is positive or negative.

   

   

  

  Figure 1: Default Search Diagram Source: Prepared by the researcher

   

• The Hypothetical Research Plan

  The main objective of the hypothetical research scheme is to demonstrate the logical relationship between the main and related sub-variables of research, which embody the adopted research hypotheses. Therefore, Figure 1 illustrates the hypothetical scheme and the current correlation and influence relationships between the two research variables, which are represented as follows:

   

• Independent Variable: Resonant Leadership, represented by its dimensions (Mindfulness, Hope, Compassion)

• Dependent Variable: Organizational Success, represented by its dimensions (Efficiency, Effectiveness, Reputation, Survival, Growth)

• Research Hypotheses :Based on the research problem and its objectives, the following research hypotheses can be formulated and tested to answer the research questions and achieve its objectives:

• The First Main Hypothesis (H0): There is no statistically significant positive correlation between resonant leadership and its dimensions (mindfulness, hope and compassion) and organizational success at the Baghdad Municipality-Baghdad Water Department

   

  Three sub-hypotheses stem from this main hypothesis, as follows:

   

• The First Sub-Hypothesis (H0): There is no statistically significant positive correlation between the mindfulness dimension and organizational success

• The Second Sub-Hypothesis (H0): There is no statistically significant positive correlation between the hope dimension and organizational success

• The Third Sub-Hypothesis (H0): There is no statistically significant positive correlation between the compassion dimension and organizational success

   

• The Second Main Hypothesis (H0): There is no statistically significant positive relationship between resonant leadership and its dimensions (mindfulness, hope and compassion) and organizational success at the Baghdad Municipality-Baghdad Water Department.

   

   

• Three Sub-Hypotheses: Stem from this main hypothesis, as follows:

   

• The First Sub-Hypothesis (H0): There is no statistically significant positive relationship between the mindfulness dimension and organizational success

• The Second Sub-Hypothesis (H0): There is no statistically significant positive relationship between the hope dimension and organizational success

• The Third Sub-Hypothesis (H0): There is no statistically significant positive relationship between the compassion dimension and organizational success

   

   

• Research Scope

  The research scope includes the following:

   

• Temporal Scope: The research scope covers the period from September 2, 2025, to May 1, 2026

• Spatial Scope: The research scope includes the Baghdad Municipality-Baghdad Water Department. The Baghdad Municipality-Baghdad Water Department (Southern Reservoir) is one of public departments affiliated with the Baghdad Municipality in the Iraqi capital, Baghdad and provides public services to many citizens in various areas of Baghdad

• Human Scope: The total number of employees in the research population is (64), representing engineers, technicians and administrators working in the organization under study

   

• Theoretical Aspect

   

  Resonant Leadership

• The Concept of Resonant Leadership: In the midst of competition and the pursuit of success, organizations adopt leadership styles imbued with social and humanistic values. These styles aim to promote comfort and reassurance and to gain the goodwill and approval of their employees through their active role in leading the organization [5]. In this context, resonant leadership, as formulated by Boyazis and McKee [6], is a concept derived from Goleman's concept of emotional intelligence. It goes beyond mere numerical management, focusing instead on creating a positive emotional tone that motivates employees toward a shared goal. This reduces organizational "noise" (conflicts, frustration) and increases "resonance" (harmony, productivity) [4]. When explaining the concept of resonant leadership, we find that the word "resonance" is derived from the Latin term "resonare" The Oxford Dictionary of Resonance explains that it is "an echo, a ring or the extent of influence on individuals within an organization." Thus, leadership is the process by which a leader influences a group of individuals to achieve a common goal for both the organization and the individuals [7].

   

  The concept of resonant leadership stems from the concept of emotional intelligence, which encompasses self-awareness, self-management and effective communication between leaders and their teams. It also involves creating a positive and harmonious work environment where everyone feels valued and motivated to perform at their best [8]. In this context, resonant leaders, a subcategory of transformational leaders, set new goals even under challenging circumstances. They inspire hope rather than reacting in a discouraging or anxiety-inducing manner. These leaders motivate others in a powerful, enthusiastic and purposeful way, working in harmony with them [9]. Resonant leaders are known for their empathy and ability to create enabling work environments that facilitate job satisfaction and inspire others to achieve organizational success and positive outcomes. However, as a new and emerging concept [10]. Pau explains that resonant leadership is a positive leadership style based on the quality of relationships between employees, empowering them and instilling reassurance and trust. The essence of resonant leadership lies in three main dimensions: mindfulness, hope and empathy, achieving a state of harmony with oneself, others and the environment through positive emotional connection with subordinates [11]. Bao [11] explains that resonant leadership is a positive leadership style based on the quality of relationships between employees and their empowerment and instilling a sense of reassurance and confidence in them، the essence of resonant leadership lies in three main dimensions: mindfulness, hope and empathy, in most studies and research, in order to achieve a state of harmony with oneself, others and the environment through positive emotional communication between the leader and subordinates. They coined the concept of "resonant leadership," explaining that "resonance" refers to harmony or synchronicity between two people, while dissonance refers to creating discordant sounds. Dissonant leadership generates a feeling of dissonance and psychological distress among employees [12].

   

   

• The Importance of Resonant Leadership

  Many organizations have seen their influence wane or disappear due to weak leadership or poor management, stemming from their neglect of crucial human and social aspects. Consequently, they have lost touch with their employees, prompting organizations today to reconsider their leadership style in light of environmental changes and employee aspirations [10]. Hence, this leadership style gained significant importance through its strong focus on building relationships between the leader and followers, with the necessity of focusing on developing more positive and resonant patterns to build harmony among team members and to build mutual trust and respect. It also places great importance on empathy, active listening, understanding the need for mutual communication and delegating tasks [9]. In other words, improving their skills in areas such as self-awareness (recognizing their feelings, knowing their strengths and limitations), self-management (the ability to control their feelings, their resilience and their adaptability), social awareness (empathy, organizational care and responsibility) and relationship management [13].

   

  Resonant leadership views things from the perspective of emotional intelligence and relies on mindfulness, hope and emotion. It fosters organizational sovereignty and hope in the workplace through mindfulness and helps leaders manage their own emotions and those of their employees [14]. The importance of resonant leadership for organizations lies in its focus on employees and their perceptions, instilling enthusiasm and positive feelings to motivate them to perform at their best [15]. It also provides autonomy by empowering employees to access opportunities, information and resources, leading to high job satisfaction and active participation in achieving common goals and performing at their best in all situations [16]. In addition, Boyatzis and McKee [6] emphasized that resonant leadership has the ability to promote self-management, develop self-awareness and raise emotional intelligence among employees. It also has the ability to develop and enhance self-awareness and relationship management competencies, which can lead to increased and widespread positive confidence, create a sense of resonance among employees, motivate them in the workplace, reduce job stress, lower their anxiety and thus increase productivity, raise morale and achieve job satisfaction.

   

• Dimensions of Resonant Leadership

• Mindfulness:  Mindfulness   refers   to   a   leader's   ability to manage employees and the organizational environment. It also reflects the degree of sensory awareness   leaders   possess   in   analyzing   situations and emerging events, making them open to new developments [17]. Mindfulness  is  also  a  precise indicator  of  an  individual's  ongoing  expectations  and deep thinking, their reliance on experience, their appreciation of nuanced situations within their context and  their  ability  to  identify  new  aspects  that  can enhance their insight, performance and career path through social interactions [18].

   

• Hope

  In the context of positive psychology, hope is described as a "positive motivational state" based on a reactively derived feeling of success, the ability to act (goal-directed energy) and the capacity for action (planning to achieve goals). Snyder et al. defined it as "willpower" (capabilities) or determination to achieve goals and "pathpower" (paths) or planning to achieve goals [19]. It can be described as the feeling of positive energy that workers gain from their awareness of importance of cooperation and the spirit of tolerance, where hope is born and the state of perseverance tends to determine directions and proper planning in order to reach the desired goals [13].

   

• Compassion

  Taner and Aysen [13] state that organizational compassion requires organized observation, feeling and response. Organizational systems, technology and the nature of organization's design all contribute to this. Feelings can lead to empathy towards individuals and here, organizational culture and practices have a significant impact [13]. There are a variety of individual, relational and organizational factors that influence how individuals understand empathy processes at work. At the individual level, personality differences affect empathy, as traits such as openness and friendliness are associated with empathic feeling [20]. An individual's organizational role can also affect empathy, as jobs with a high emotional load may create empathy burnout, limiting an individual's ability to empathize. High-level professional roles are also restrictive because they tend to restrict the open expression of feelings [21].

   

• Organizational Success

• The Concept of Organizational Success: In English, according to the Merriam-Webster dictionary, "success" means "achieving the best or achieving excellence." In French, according to Robert, success means "achieving a new result and the means to reach the top." Regarding Organizational Success (OS), growth is an indicator for measuring it. It signifies the efficiency or ability of an organization to achieve its long-term goals through expansion, renewal and survival [22]. According to the Random House Dictionary, success is "a positive result sought or hoped for" and "the accomplishment of what is sought or intended." A closer examination of these definitions reveals that success is linked to goal-oriented behavior.  Therefore,  the  concept  of  "neglect"  is  crucial for understanding the meaning of success [23]. Organizational success is defined as the ability of a person at the top to influence the organization through multiple channels, permeating the hierarchy and thus having a strong impact on organizational performance. Organizational success can also be broadly defined as "certain key areas of activity where favorable outcomes are essential" [24].

   

  Their views on this important concept are varied. Some view it as organizational success, others as competitive or strategic success, some refer to it as long-term success and others as operational success Ultimately, however, it refers to organizational success in its comprehensive sense, meaning that success is the ultimate goal that organizations strive to achieve through their individuals and organizational units, using and applying numerous administrative and technical methods to reach it [25]. Wong et al. [26] describe organizational success as the value and level of service provided to meet the requirements of both the organization and the customer. Hamidi [27] defines organizational success as: “A function that depends on the organization’s ability, efficiency, readiness and desire to achieve its goals, through employing highly competent and experienced individuals, taking into account the professional needs of employees and how some factors affect the performance of individuals [27]. Organizational success is the ability to achieve and create goals for the organization, as well as its continued ability to maintain competitiveness through vision, goals, planning, processes, continuous improvement, high culture and strategic leadership [28]”.

   

   

• The Importance of Organizational Success

  The success of organizations depends primarily on their talents, deliberate practice, beliefs, effort and individual physical and psychological capabilities. This repeated success does not depend on talent alone (i.e., innate competence) but rather on how effectively these individuals build and maintain working relationships with a systematic set of social factors (such as coaches, managers and administrators), support (such as scientific, technical and technological expertise) and networks (such as personal social support) to improve effective participation and daily productivity [29]. Furthermore, another important factor is the need to view organizations as more than just organized associations aiming to promote success. Organizations are increasingly responsible for their role in developing and maintaining cultures that foster a duty of care and well-being for all individuals within their sphere of influence and as agents of change toward social responsibility, diversity and equity [30].

• Organizations must perform certain tasks to be successful at every stage of their growth. These six main tasks or dimensions, are all supported by: identifying and defining a viable market; developing products or services for the chosen market niche; acquiring and developing the resources required to operate the business; developing the management systems necessary for the organization's long-term operation; and cultivating an organizational culture that management feels is essential to guiding the company [31]. Furthermore, organizational success is directly proportional to return on investment. The effective utilization and retention of potential employees represents Motivating employees is one of biggest challenges facing organizations. Employee motivation is one of emerging concepts that will address the many challenges and difficulties facing organizations, such as employee turnover, customer loyalty and satisfaction, profitability, productivity and employee-related variables such as absenteeism, individual performance and flexibility [32]. One of most important factors in an organization's success is its ability to adapt to and integrate with changing circumstances while maintaining its focus on its business vision. The organization's vision is crucial in determining the need for change or the necessity of maintaining the status quo. For an organization to be successful, it must possess certain characteristics, including the ability to adapt to new processes [33]. Various organizations can study the different factors influencing their success and adapt the conditions and characteristics of organizations that have achieved success in various fields. They consider the key elements of organizational success among the influencing factors, select the main components of success based on potential environmental and institutional capabilities and constraints and ensure their success by investing in these factors [34]. Finally, the importance of organizational success can be demonstrated by enabling organizations to cope with rapid and unexpected environmental and technological changes and by the ability of organizations to develop and implement plans and policies correctly, which helps them achieve the organization’s goals in the short or long term and to increase employee motivation, raise morale and encourage creativity and innovation.

   

   

• Dimensions of Organizational Success

  Organizational success encompasses several dimensions. For this research, the studies of Aziz [35] were relied upon, which included the following dimensions:

   

• Efficiency: Efficiency means the rational use of available human, financial, material and informational resources, maximizing the utilization of available capabilities and achieving the highest level of performance so that organizations can effectively achieve their desired goals [36]. Parra-Luna [37] views it as a set of behaviors possessed by employees, whether social, emotional, psychological or sensory skills, that allow them to perform their work or job effectively and comprehensively. Organizational efficiency can be divided into technical efficiency, operational efficiency and allocation efficiency. Therefore, it is appropriate to measure organizational efficiency using what are called the three partial performance indicators: productivity, operational efficiency and profitability [38]. Hamdan [39] defined efficiency as the ratio of inputs to outputs. Efficiency can be measured through economics, which refers to how planned objectives are achieved; cost and its role in increasing or decreasing organizational efficiency; leadership and the leadership's belief in the organization's vision and mission and finally, the administrative role, which represents the ratio of costs to revenues

• Effectiveness: This term is derived from the term "influence" and is used within the framework of cause-and-effect relationships. Effectiveness is defined as the degree to which an organization achieves its objectives and its ability to utilize its limited resources to achieve a measurable goal [40]. Effectiveness is also defined as the art of striving to achieve dynamic goals while working with materials that have not yet been formulated. An effective organization is one whose systems can adapt to the changing environment and knows how to continuously renew itself in a timely manner [41]

• Reputation: Previous studies in management and organizational science have presented several different perspectives on organizational reputation and its formation. The first perspective, rooted in information and signal economics, focuses on the second. The second perspective emphasizes strategic management analyses of reputation as an intangible asset [42]. The third and fourth perspectives refer to the macro-cognitive (collective) and micro-cognitive (individual) aspects of reputation, respectively. The fifth perspective, grounded in cultural sociology, focuses on social and political processes, while the sixth and final perspective emphasizes the formative role of communication and interactions in reputation formation [43]

• Survival: Organizational survival refers to its ability to continue existing despite difficulties, challenges and risks. In other words, survival can be considered the absence of failure. An organization fails when it is unable to meet the challenges or threats posed by its competitors or environment [44]. Organizations, like living organisms, prioritize survival (the ability to continue operating) To sustain long-term success. Contrary to popular belief, survival is a determining factor, when understood broadly, it can encompass and enhance performance objectives such as growth. Enterprise Resource Planning (ERP) factors such as efficiency, resilience and prominence are key to achieving survival [45]

• Growth: Growth is not a one-off event; it is the result of decisions such as hiring decisions, decisions to increase production in response to demand, decisions to stimulate demand and so on. The relationship between specific decisions and the eventual expansion of organization may be indirect. Therefore, organizational growth can only be achieved if its increase in size is positively linked to achieving the organization's goals or the goals of its members [46]. This includes organizational success in achieving long-term goals, such as maintaining high performance levels and achieving sustainable growth. We must also adopt a multifaceted approach that includes a clear vision and mission, strong leadership, active employee engagement and a customer-centric approach [47]

   

   

• The Relationship Between Effective Leadership and Organizational Success

  Given the lack of empirical studies examining the relationship between effective leadership and organizational success, this research paper aims to fill this gap by presenting both theoretical and empirical research. This research is divided into several sections. The first section reviews the literature related to resonant leadership and organizational success. This section clarifies the relationship between the two research variables by developing a matrix that illustrates the nature of this relationship [48]. Resonant leadership plays a pivotal and crucial role in organizational success. Resonant leaders inspire, empower and motivate their teams to work in a positive environment and encourage innovation [49]. They provide clear guidance, make informed decisions and possess the ability to overcome challenges and changes. Resonant leadership is not limited to managing daily operations but also includes strategic planning for the future [50]. The ability to adapt and respond to changes in the market, technology and regulations is critical [51]. Organizational success no longer depends solely on material resources but also on leadership capabilities that foster human capital and openness to new information, leading to increased awareness and innovation among employees. Resonant leadership directly impacts employee well-being, as leaders strive to provide a secure and safe work environment. This reduces resistance to change and increases the achievement of the organization's strategic goals [6]. Resonant leadership also reinforces the sense of importance of organizational goals and focuses on persuading employees to achieve them rather than controlling them. This makes employees feel valued by the organization, resulting in increased emotional and professional engagement and the development of strong, impactful relationships, leading to increased productivity-the essence of organizational success [8]. Furthermore, success is not limited to profitability; it also encompasses the ability to withstand and thrive during crises. Resonant leadership acts as a "buffer," protecting the organization from internal collapse during external pressures, thus ensuring the sustainability of success [52]. Based on the above, a matrix can be developed illustrating the relationship between resonant leadership and organizational success.

The Practical Aspect of the Research

Demographic Data:

Gender: As can be seen from the data in Table 1, the male category is dominant in the study sample, representing (64.06%) with (41) individuals, while the female category represents (35.94%) with (23) individuals. This is attributed to the nature of work environment in which the study was conducted, which is predominantly male.

Age

Table 1 shows that the sample was distributed across four age groups. The (41-50) age group came in first place with (42.19%) with (27) individuals, followed by the (31-40) age group with (37.50%) with (24) individuals. The least represented age groups were the (51-60) age group with (10.94%) with (7) individuals and finally the (under 30) age group with (9.38%) with (6) individuals. This distribution reflects that the majority of sample are in the stage of professional contribution and intellectual maturity.

Educational Attainment

Table 1 shows that the data indicates that the largest percentage of the sample holds a bachelor's degree (59.38%), followed by a diploma (34.38%). So we are persuaded that the sample is knowledgeable and is able to use the questionnaire as a research instrument.

Years of Service

Experience in the sample was unevenly distributed with the largest group being made up of 21 persons with 16-20 (years of service (32.81%) followed by 16 people with 11-15 years of service (25%) and 13 people with 6-10 years of service (20.31%). There were) 6.25% (from the 1-5 year-old and 6.38% from the 21-25 year-old age groups, 4 people in each. 9.38% came from the 26 year-old and above age bracket, 6 people in the group. This mix of ages strengthens the research by blending the energy of the younger generation with the wisdom of more experienced leaders.

Training Courses

Table 1 shows that the highest percentage of sample (45.31%) completed (6 to 10) training courses, while (28.13%) of them completed (11) training courses or more and the percentage of those who completed (1-5) training courses was (26.56%), which indicates the duration of organization’s commitment to developing its staff and that the members of research sample possess technical and technological skills supported by specialized training programs, which reflects positively on the performance of employees.

Table 1: Demographic Characteristics of the Research Sample

Source: Outputs of the SPSS V.26 program

Presenting and Analyzing the Research Sample's Views on the Dimensions of (Resonant Leadership)

This section presents an analysis of research sample's responses to the dimensions of resonant leadership.

Mindfulness

The results presented in Table 2 demonstrate a strong positive   outlook    and   a   significant   level   of   acceptance within the research sample. The arithmetic mean reached (3.956),  clearly  exceeding  the  hypothetical  mean  of  (3),This high value reflects a deep understanding among the sample of pivotal role of mindfulness as a cornerstone for fostering effective leadership. The studied group acknowledged the crucial role of mindfulness as a foundation for building effective leadership.

The standard deviation of (0.545) indicates the homogeneity of opinions within the research sample, further confirmed by the low coefficient of variation (13.785%).  This  demonstrates  the  stability  of  trends and  the  low  degree  of  dispersion.  The  relative importance of this dimension, at (79.110%), reinforces these  results,  a  high  percentage  that  underscores  its vital  role  within  the  organization  under  investigation.

Table 2: Illustrates the Description for the Mindfulness Dimension

Source: Outputs of the SPSS V.26 program

Hope

The analysis results presented in Table 3 show widespread acceptance and a notable positive attitude towards the dimension of hope among the research sample. The arithmetic mean recorded a high value of (3.997),  significantly  higher  than  the  hypothetical  mean of (3). This result reflects the sample's deep understanding of dimension of hope and  their  agreementon the questions related to it, considering it a cornerstone in building an effective and positive leadership model. Regarding statistical dispersion, the standard deviation value was (0.437), reflecting a high degree of consistency in the research viewpoints. This is further supported by the low coefficient of variation of (10.931%), indicating the stability and homogeneity of beliefs. The relative importance of this dimension reached (79.930%), a high percentage that demonstrates its intrinsic value in the research topic.

Table 3: Illustrates the Description for the Dimension of Hope

Source: Outputs of the SPSS V.26 program

Compassion

The results presented in Table 4 show that the dimension of compassion enjoyed a high level of acceptance and positive attitudes among the research sample. The overall arithmetic mean recorded a high value of (4.073), which is clearly higher than the hypothetical mean (3). This reflects the deep awareness among the research sample of importance of human relations as a fundamental pillar of effective leadership. Regarding the dispersion of responses, the standard deviation value (0.585) indicates a high degree of relative homogeneity in opinions. This is further supported by the low coefficient of variation value of (14.372%), which confirms the stability and clarity of research sample's positions. The relative importance of this dimension reached (81.458%), a high percentage that reflects the significant weight this dimension carries in the administrative practices and practical reality of research sample and the extent to which the organization's leaders possess an ethical culture in dealing with employees.

Table 4: Illustrates the Description for the Compassion Dimension

Source: Outputs of the SPSS V.26 program

Presenting and Analyzing the Research Sample's Views on the Dimensions of Organizational Success

This section will present an analysis of research sample's responses to the dimensions of the organizational success variable.

Efficiency

The statistical analysis results in Table 5 show that the efficiency dimension enjoyed a high level of acceptance and positive attitudes among the research sample. The overall arithmetic mean was (4.017), which is higher than the hypothetical mean of (3). This high value reflects the extent to which the research sample understands the pivotal role this dimension plays as a cornerstone in enhancing organizational success. Regarding statistical consistency, the standard deviation value of (0.409) indicates relative homogeneity in the sample's responses. This homogeneity is further reinforced by the low coefficient of variation of (10.185%), confirming the stability of beliefs and the clarity of attitudes towards this dimension. This dimension also achieved a relative importance of (80.348%), a high percentage that highlights its significant importance in the practical reality of organization under study.

Table 5: Illustrates the Description for the Efficiency Dimension

Source: Outputs of the SPSS V.26 program

Effectiveness

The findings in Table 6 showed a strong level of acceptance and positive feelings about the (effectiveness) aspect in the explored setting. The overall average score was (3. 930), notably higher than the expected mean (3). This finding shows that the respondents deeply understand the crucial role that effectiveness serves as a key factor in enhancing organizational success. 

 In terms of statistical analysis of variation, the standard deviation value (0. 422) points to a relatively uniform response from the sample. This is also backed by the low coefficient of variation at (10. 735%), which indicates that the viewpoints are stable and the attitudes towards this aspect are clear. These findings resulted in a relative importance of (78. 594%), a high percentage that signifies the significant role this aspect holds in the practical situation of organization in question.

Table 6: Illustrates the Description for the Effectiveness Dimension

Source: Outputs of the SPSS V.26 program

Reputation

The statistical readings in Table 7 showed broad support and high acceptance of reputation dimension among the sample members, with a mean score of (3.996), clearly exceeding the hypothetical mean of (3). This result indicates a deep understanding among the research sample of pivotal role that reputation plays as a key component in fostering a successful work environment.Regarding data consistency, the standard deviation value (0.502) indicates a relative homogeneity in the opinions of the research sample, which is further reinforced by the low coefficient of variation (12.561%). This demonstrates the stability and clarity of sample's attitudes toward this dimension. These results culminated in a relative significance of 79.922%, a high percentage reflecting the significant equilibrium this dimension holds in the practical reality of organization under study.

Table 7: Illustrates the Description for the Reputation Dimension

Source: Outputs of the SPSS V.26 program

Survival

The results of the statistical analysis, shown in Table 8, revealed a high level of acceptance and positive attitudes toward the "survival" dimension in the studied environment. The overall arithmetic mean reached 3.891, significantly exceeding the theoretical mean (3). This result indicates the respondents' deep understanding of pivotal role that survival plays as a fundamental pillar for supporting organizational success.Regarding the statistical analysis of dispersion, the standard deviation value (0.513) shows relative homogeneity in the sample responses. This homogeneity is further reinforced by the low coefficient of variation, which reached 13.176%, indicating the stability of viewpoints and the clarity of attitudes toward this dimension. This dimension also achieved a relative importance of 77.812%, a high result reflecting the vital role that leadership plays in promoting organizational success.

Table 8: Illustrates the Description for the "Survival" Dimension

Source: Outputs of the SPSS V.26 program

Growth

The   results   of   the   statistical   analysis,   as   shown   in Table 9,  indicate   that   the   growth   dimension   enjoyed a    high    degree    of   acceptance   and   support   among the  research  sample.  The  overall  arithmetic  mean reached  (3.984),  significantly  exceeding  the hypothetical   mean    of   (3).   This   demonstrates   the deep  awareness   and   understanding   among   the research  sample  of   fundamental   and   pivotal   role  that the growth dimension plays as a key component in building  a  successful  organizational  structure. Regarding  data  consistency,  the  standard  deviation value (0.445)  indicates  a  high  degree  of  homogeneity in  the  responses  and  opinions  of  research  sample, which is further reinforced by the low coefficient of variation (11.173%). This  indicates  stability  and  clarity in the research sample's attitudes towards this dimension. The relative importance of growth dimension reached (79.688%), a high percentage reflecting the significant weight this dimension carries in ensuring and achieving sustainable growth.

Table 9: Illustrates the Description for the Growth Dimension

Source: Outputs of the SPSS V.26 program

Testing Correlation Hypotheses

• The First Main Hypothesis (H0): There is no statistically significant positive correlation between resonant leadership and its dimensions (mindfulness, hope and compassion) and organizational success

Three sub-hypotheses stem from this main hypothesis, as follows:

• The First Sub-Hypothesis (H0): There is no statistically significant positive correlation between the mindfulness dimension and organizational success

• The Second Sub-Hypothesis (H0): There is no statistically significant positive correlation between the hope dimension and organizational success

• The Third Sub-Hypothesis (H0): There is no statistically significant positive correlation between the compassion dimension and organizational success

Resonant Leadership and Organizational Success

The results of the analysis in Table 10 show that the correlation coefficient reached (0.873) at a significance level of (0.000), which is less than the adopted significance level of (0.05). This proves the existence of a strong, statistically significant, positive correlation between resonant leadership and organizational success. This result means that the higher the levels of resonant leadership practice in the organization, the more positive and direct this is reflected in enhancing organizational success. Accordingly, the null hypothesis is rejected and the alternative hypothesis, which confirms the existence of a significant correlation between the two variables in the studied environment, is accepted.

Table 10: Testing the Correlation Hypotheses

Source: Outputs of the SPSS V.26 program

Mindfulness and Organizational Success

The results revealed that the correlation coefficient reached a value of (0.812) at a significance level of (0.000), which is less than the adopted significance level. This demonstrates the existence of a statistically significant, positive, positive correlation between mindfulness and organizational success. This result reflects the fact that enhancing levels of mindfulness among employees It contributes effectively and directly to driving the organization's success. Therefore, the null hypothesis is rejected and the alternative hypothesis, which confirms a significant and influential correlation between these two variables, is accepted.

Hope and Organizational Success

The results revealed a correlation coefficient of (0.766) at a significance level of (0.000), confirming a statistically significant positive correlation between hope and organizational success.

This result indicates that the higher the levels of hope among the staff, the more positive and tangible this is reflected in the organization's organizational success outcomes. Therefore, the null hypothesis is rejected and the alternative hypothesis, which confirms a significant and influential correlation between the two variables, is accepted.

Compassion and Organizational Success

The results showed a correlation coefficient of (0.694) at a significance level of (0.000), confirming a statistically significant positive correlation between compassion and organizational success. This result confirms that promoting the values of compassion in professional dealings contribute directly to raising the organizational success indicators of the organization. Accordingly, the nihilistic hypothesis is rejected and the alternative hypothesis that confirms the morality of this relationship is accepted.

Testing the Impact Hypotheses

• The Second Main Hypothesis (H0): There is no statistically significant positive relationship between resonant leadership and its dimensions (mindfulness, hope and compassion) and organizational success

Three sub-hypotheses stem from this main hypothesis, as follows:

• The First Sub-Hypothesis (H0): There is no statistically significant positive relationship between the mindfulness dimension and organizational success

• The Second Sub-Hypothesis (H0): There is no statistically significant positive relationship between the hope dimension and organizational success

• The Third Sub-Hypothesis (H0): There is no statistically significant positive relationship between the compassion dimension and organizational success

The results presented in Table 11 indicate a statistically significant positive relationship between resonant leadership and organizational success. The coefficient of determination (R²) was found to be (0.762), indicating that resonant leadership can explain (76.2%) of variance in organizational success among the sample members. The remaining (23.8%) is attributed to other variables not included in the current regression model. The p-value of (0.000), which is less than the significance level of (0.05), further supports this finding. This confirms that the higher the adoption of resonant leadership in the organization under study, the more effectively organizational success is achieved.Statistical Decision: Based on these data, the null hypothesis (H0) is rejected and the alternative hypothesis (H1) is accepted.

Table 11: Regression Analysis of Resonant Leadership in Organizational Success

Source: outputs of the SPSS V.26 program 

The regression analysis revealed statistically significant effects of dimensions of resonant leadership on organizational success among individuals working in the field of study, as follows:

• Mindfulness: The statistical analysis showed that the dimension of mindfulness has a significant positive effect on organizational success, with an effect size of (0.659). This value is statistically significant due to a p-value of (0.000), which is less than the significance level of (0.05). This indicates that mindfulness explains (65.9%) of the variance in organizational success, while the remaining (34.1%) is attributed to random factors or variables not included in the analytical model

• Hope: The analysis revealed a statistically significant positive effect of the "hope" dimension on "organizational success," with an effect coefficient of (0.587). The significance of this effect is confirmed by a p-value of 0.000, which is lower than the established significance level of (0.05). This indicates that hope contributes to explaining (58.7%) of the changes in organizational success, while the remaining (41.3%) is attributed to random factors or other variables outside the scope of current model. Statistical Decision: In light of the above, the null hypothesis is rejected and the alternative hypothesis (H1) is accepted

• Compassion: The statistical analysis indicators showed a significant positive effect of "compassion" dimension on "organizational success," with an effect coefficient of (0.482). The statistical significance of this effect is confirmed by the p-value of (0.000), which is less than the required significance level of (0.05). This result indicates that the compassion dimension has an explanatory power of (48.2%) of the variance in organizational success, while the remaining (51.8%) is attributed to random factors or other variables not included in the model's parameters. Statistical Decision: Based on the above, the null hypothesis (H0) is rejected and the alternative hypothesis (H1) is accepted

Statistical Decision

Based on the above, the null hypothesis (H0) was rejected and the alternative hypothesis (H1) was accepted.

Table 12: Regression Analysis of Individual Dimensions of Resonant Leadership in Organizational Success as a Whole

Source: outputs of the SPSS V.26 program

Conclusions

• The analysis results showed that the dimensions of resonant leadership (mindfulness, hope and compassion) enjoyed a relatively high level of application, reflecting a clear organizational awareness of importance of this leadership style in the work environment

•  The results showed that the compassion dimension achieved the highest average among the dimensions of resonant leadership, indicating management's focus on the human aspects of dealing with employees, compared to the mindfulness and hope dimensions

• The organizational success indicators (efficiency, effectiveness, reputation, survival and growth) revealed good levels of performance, with relative variation reflecting opportunities for improvement, particularly in the survival dimension

• The correlation test results demonstrated a statistically significant positive correlation between resonant leadership and organizational success, indicating that an improvement in the level of resonant leadership is associated with an improvement in the level of organizational success

• The results of regression analysis, a powerful statistical tool used to understand the relationship between research variables, showed that resonant leadership significantly contributed to organizational success. It explained a large proportion of variance in the organizational success variable, thus reinforcing its importance as a strategic variable

• The results of micro-effects analysis showed that mindfulness is the most influential dimension in organizational success, followed by hope and finally empathy. This underscores the importance of the leader's cognitive and proactive abilities in improving overall organizational performance

Second: Recommendations

• The necessity of promoting and adopting resonant leadership in all its dimensions within organizations by disseminating its culture and integrating it into administrative policies, given its positive impact on achieving organizational success

• Focusing on developing and enhancing mindfulness skills among administrative leaders within organizations through specialized training programs, given its important and effective role in achieving organizational success

• Working to strengthen the dimension of hope, given its impact on supporting a positive work environment that encourages optimism and motivates employees to achieve desired future goals

• Working to continue and support organizational empathy practices, while maintaining a balance between them and administrative assertiveness to ensure high and effective performance

• Developing organizational strategies aimed at improving the dimensions of organizational success at all levels, including lower levels, particularly the dimension of survival, which in turn supports organizational stability and innovation

• Adopting the results of statistical analysis obtained as a reference for future administrative decisions and conducting periodic studies to measure the changing relationship between resonant leadership and organizational success

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