Designing and validating the Model of Training Organizational Leadership with Competency Approach

Document Type : Original Article

Authors

1 Associate Professor, Department of Enterepreneurship, Faculty of Management and Economics, University of Sistan and Baluchestan, Zahedan, Iran

2 Department of Enterepreneurship, Faculty of Management and Economics, University of Sistan and Baluchestan, Zahedan, Iran.

Abstract

Objective: Competent and effective leaders play a vital role in determining path, fostering commitment in employees, and creating success in the organization. Organizations with competent and effective leaders welcome creativity, respond appropriately to environmental changes, and maintain high-level performance. So, it is necessary for organizations to provide the ground for the growth and development of effective leaders. This research aims to provide a model of developing organizational leaders with a competency approach in Qom Education and Training Organization.
Methods: It was carried out with a mixed method (qualitative-quantitative) and an exploratory approach. The statistical population in the qualitative section included experts and 11 experts were selected as a statistical sample until reaching the theoretical saturation index. In the quantitative part, 196 employees of Qom Education and Training Organization were selected by simple random method as a statistical sample. To collect data in the qualitative part, semi-structured interviews were used. In the quantitative part, the questionnaire taken from the content of the interview was applied. Validity and reliability of the instruments used in the qualitative and quantitative parts were confirmed. Finally, to analyze the data of the qualitative part, the content analysis method with open, axial and selective coding was used. In the quantitative part, SPSS (version 23) and Smart PLS softwares and the structural equation modeling method were used.
Results: Analysis of the data of the qualitative part led to presenting 4 components (personal competencies, interpersonal competencies, organizational competencies, and trans-organizational competencies), 25 sub-components, and 116 indicators. In the quantitative part, the fit of the research model was confirmed by the structural equation modeling.
Conclusions: Finally, some policies were recommended to Qom Education and Training Organization to establish and optimally use the leadership training model with a competency approach.

Keywords

References

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Governance and Development
Volume 4, Issue 2
June 2024
Pages 67-90

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