طراحی مدل بومی ارتقای سلامت سازمانی بر اساس فشارهای شغلی، سبک رهبری و تاب‌آوری کارکنان در شرکت تعمیرات نیروگاهی ایران

محبوبه  جوانمرد آهندانی; رقیه شاهانی شلمانی

Authors

Mahboobeh Javanmard Ahandani Department of Psychology, Ka.C., Islamic Azad University, Karaj, Iran Author https://orcid.org/0009-0002-8596-9082
Roghaiyeh Shahani Shalmani Head of the Center for Research, Studies and Strategic Planning of Social Sciences, Ka.C., Islamic Azad University, Karaj, Iran https://orcid.org/0000-0002-5114-1132

Keywords:

Organizational health, job stress, leadership style, resilience

Abstract

This study aimed to design and test a native structural model for enhancing organizational health based on job pressures and leadership style, considering the mediating role of employee resilience in Iran Power Plant Repairs Company. This applied study employed a descriptive-correlational design based on structural equation modeling. The statistical population comprised 391 employees of Iran Power Plant Repairs Company, from whom 240 participants were included in the final analysis through stratified random sampling. Data were collected using the Hoy and Feldman Organizational Health Questionnaire, Parker and DeCotiis Job Stress Scale, a transformational leadership questionnaire, and the Connor–Davidson Resilience Scale. The reliability and validity of the instruments were confirmed. Data were analyzed using SPSS and partial least squares structural equation modeling (PLS-SEM) in SmartPLS. Path analysis indicated that job pressures had a significant negative effect on organizational health (β=−0.240, t=4.174, p<0.01), whereas transformational leadership exerted a strong positive and significant effect (β=0.603, t=10.833, p<0.01). The indirect effect of job pressures on organizational health through resilience was significant (β=0.035, t=2.195), confirming partial mediation. However, the indirect effect of leadership style through resilience was not significant (β=0.021, t=1.399, p>0.05). The structural model explained 59.7% of the variance in organizational health (R²=0.597) and demonstrated satisfactory predictive relevance (Q²=0.292) and model fit (SRMR=0.079, NFI=0.910, GOF=0.403). Organizational health in technically demanding and high-pressure power-plant environments can be enhanced primarily through transformational leadership, effective management of job pressures, and reinforcement of employee resilience. Transformational leadership operates predominantly through a direct pathway and constitutes the strongest predictor of organizational health, whereas resilience partially buffers the adverse consequences of job pressures. Accordingly, leadership development, systematic occupational stress management, and resilience-building interventions provide an integrated practical framework for improving organizational health in the power-generation maintenance sector.

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