Intrudaction: Conspicuous achievements of organization with minimum facilities on one hand and failure of organizations with materialist abilities on the other hand have been shown the considerable role of factors including non-materialist and spiritual in their success. Organizational culture would be considered as an effective factor in organization performance. correlation of organization's culture with the implication of six sigma in teaching hospitals affiliated with Kerman University of Medical Sciences (KUMS).

Methods: This is a descriptive-correlative study. The research society were employees of KUMS (N=1634). The sample size was 110 selected through a stratified random sampling. The data was collected via researcher-made self-administered questionnaires. Data collection tool was a questionnaire with three parts :( demographic information, organizational culture, and six sigma). The five point Likert scale used for scoring questions. 

Results: Our findings showed that there is a significant correlation between organizational culture and six sigma (Pearson correlations coefficient found as follow: 0.772, (0.01).In comparing organizational culture indices control and individual creativity had the highest mean score (61.37 and 58.94, respectively).Among six sigma indices, genuine focus on the customer, and Data- and Fact-Driven management had the highest mean score (2.92 and 2.82 respectively). Strive for perfection, tolerate failure had the lowest mean score.(2.34)

Conclusions: Considering the significant correlation between organizational culture and implication six sigma under, it would be desirable to prepare an appropriate atmosphere for implication six sigma in hospitals.

Introduction: Leadership is one of the necessary duties of the managers. The success of the organization depends on the management and leadership style of the manager. This research was aimed to determine the relationship between leadership styles of the district health network Managers (in East Azerbaijan) by performance indices. 

Methods: This is a cross-sectional (correlation) study its population consists of district health net- work managers and personnel (n=1035). All 18 district health network managers, and 339 personnel randomly were included. Data collection tool was a questionnaire with three sections: leadership style from the directorate’s perspective, from the personnel perspective, and general information with performance indices. Data collected using two types of questionnaires, and analyzed by SPSS software. 

Results: We found 61.1% of managers in their leadership style implement consulting method and 38.9% participating method. Relationship between managers’ leadership style and performance indicator found not statistically significant but for the personnel perspective and the ratio of birth delivery by non-trained people were statistically significant (r=0/124 P-Value<0.05).

 Conclusion: Managers tend to implement consulting style, and let them to participate in the decision- making. Letting people to be involved in the decision-making and goal settings through utilizing their abilities and competencies will lead to promote performance indicators for health network managers.