Document Type : Research Paper
Authors
1
Ph.D. student, Educational Management, Kazerun Branch, Islamic Azad University, Kazerun, Iran
2
Assistant Professor, Kazerun Branch, Islamic Azad University, Kazerun, Iran
Abstract
Introduction: Visionary leadership is one of the most influential factors in improving the performance of industrial organizations. This research primarily aims to design a visionary leadership model based on the experiences of education managers in Khuzestan province.
research methodology: The current research is exploratory, qualitative, and descriptive based on its purpose, its data’s nature, and information collection, respectively. It has been implemented qualitatively using the approach based on foundational data theorizing. The data were collected using in-depth interviews with thirty experts purposefully selected based on the quota method. The data were analyzed in three stages; open, central, and selective coding. A qualitative research model was designed based on this analysis.
Findings: The findings of the present research show the extraction of more than 242 primary conceptual propositions, 43 sub-categories, and 15 main categories, divided into six classes in the form of causal factors (production challenges, lack of flexibility, and technical and political factors in the field of management); contextual factors (authoritarianism, employees’ personality differences, and organization’s input and output assessment); strategy (human relations management, providing vision, and supervision, human resources management); intervening factors (lack of intra-organizational integration, weakness in monitoring and control, managerial deficiencies, and non-compliance with safety protocols) and the outcome (the production cycle’s survival) were identified.
Conclusion: The results of the paradigm presented in the research showed that the causal and intervening conditions, strategies, and background factors affect managers’ characteristics and performance, thus shaping the visionary leadership style.
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