طراحی و تبیین مدل پرورش مدیران حرفه‌ای با رویکرد زمینه‌ای در یکی از سازمان‌های زیرمجموعه نهاد ریاست‌جمهوری

محمد اسماعیل مطهری خوانساری; محمدرضا ربیعی مندجین; علیرضا امیرکبیری

Authors

Mohammad Esmail Motahari Khansari Department of Public Administration, CT.C., Islamic Azad University, Tehran, Iran. Author https://orcid.org/0009-0007-2042-3640
Mohammad Reza Rabiee Mandjin Department of Public Administration, CT.C., Islamic Azad University, Tehran, Iran https://orcid.org/0000-0001-8571-1415
Alireza Amirkabiri Department of Public Administration, CT.C., Islamic Azad University, Tehran, Iran. Author https://orcid.org/0009-0006-0943-355X

Keywords:

Professional Manager Development, Managerial Development, Meritocracy, Succession Planning, Public Administration

Abstract

This study aimed to design and explain a grounded model for developing professional managers in an organization affiliated with the Presidential Institution. The study employed a pragmatic paradigm and an exploratory sequential mixed-methods design. In the qualitative phase, systematic grounded theory was used, and 20 senior managers and public administration experts were selected through purposive judgmental and snowball sampling until theoretical saturation was achieved. Data were collected through semi-structured interviews and analyzed using open, axial, and selective coding in MAXQDA 2020. In the quantitative phase, the population consisted of approximately 500 senior managers, middle managers, and supervisors, from whom 222 participants were selected through simple random sampling. A 60-item researcher-developed questionnaire was administered, and the data were analyzed using SPSS 26 and SmartPLS 3 through partial least squares structural equation modeling. The qualitative phase identified the “structure for developing professional managers” as the central category, comprising educational guidance, continuous evaluation, managerial skill development, leadership skill development, and individual skill development. In the quantitative phase, 11 of 19 hypotheses were supported. Organizational training orientation positively affected educational guidance (β=0.501, p<0.001), performance-based rewards affected continuous evaluation (β=0.399, p<0.001), and inspirational behavior affected managerial skills (β=0.652, p<0.001) and leadership skills (β=0.680, p<0.001). Internship under senior managers positively affected succession planning (β=0.448, p<0.001) and meritocracy (β=0.451, p<0.001). Succession planning had the strongest effect on organizational public image (β=0.874, p<0.001). The model showed acceptable fit, with SRMR=0.077 and GoF=0.56. Developing professional managers in public organizations requires an integrated system linking training, evaluation, competency development, internship, succession planning, meritocracy, and professional networking within the relevant organizational and contextual conditions.

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