Qualitative Analysis of Senior Managers' Experience in Leading Strategic Changes and Its Impact on Organizational Performance

Abstract

This study aims to qualitatively analyze senior managers' experiences in leading strategic changes and their impact on organizational performance. This study employed a qualitative research approach using a phenomenological method. Data were collected through semi-structured interviews with 20 senior managers from various organizations in Tehran. Participants were selected using purposive sampling, and interviews continued until theoretical saturation was reached. The collected data were analyzed using qualitative content analysis with NVivo software. The results indicated that senior managers face challenges in implementing strategic changes, including employee resistance, structural barriers, resource constraints, and external pressures. To overcome these challenges, managers employed strategies such as fostering a culture of change acceptance, involving employees in the change process, developing change management skills, and supporting employees during transitions. The findings also revealed that strategic changes had positive effects on organizational performance, including improved productivity, increased innovation, enhanced employee satisfaction, and greater competitive advantage. This study demonstrated that the success of strategic changes requires proper management of challenges and the application of appropriate leadership strategies. Organizations can reduce resistance and enhance their performance by fostering a culture of change acceptance and actively involving employees in the transformation process. The findings of this study can assist managers and organizational policymakers in designing effective strategies for managing strategic changes.