The impact of leadership style democratic resistance to change A field study on the administrative staff at the University of Aleppo

This research deals with the impact of driving style democratic resistance to change at the administrative staff at the University of Aleppo through the study of the relationship between the Democratic leadership style, and the dimensions of the organizational resistance to change, objectivity, social, economic and cultural rights. In addition to the study of the differences between working in their resistance to change depending on certain variables, such as race, age, personal and academic qualification and monthly income and marital status. The researcher used the descriptive analytical method, were distributed a questionnaire to (308) factor of the administrative staff at the University of Aleppo, and it was the most important results: 1 - resists workers administrators at the University of Aleppo change for many reasons, including: the lack of new contacts with the leaders of the change, and lack of awareness of the causes of the truth for a change, and non-participation in the process of change, and the lack of real change from their perspective, and their belief that change leads to changing the nature of social relationships among workers, and fear of losing some privileges that they enjoy, and their belief that the new behavior is incompatible with the supposed behavior currently in place at the university. 2 - There is an inverse correlation between the use of managers to democratic leadership style, and the dimensions of resistance to change, that is, the greater the managers use a democratic style of leadership, the lower the resistance to change its various dimensions. 3- no different resistance administrative staff at the University of Aleppo to change depending on the personal characteristics of the following: gender, age, educational qualification, monthly income, marital status.

Invitation Strategies Used by Syrian Graduates of English

This research aims to investigate the strategies of invitations made by Syrian graduates of English within the framework of Penelope Brown and Stephen Levinson’s politeness theory (1987). This theory is based on the concept of “face” as a self-image that speakers want to protect. Two types of face are identified negative and positive, and each type has its own saving-strategies from acts that are inherently threatening.