طراحی الگوی پدیدآیی حد بی‌کفایتی مدیران در سازمان‌های دولتی: مطالعه موردی وزارت صنعت، معدن و تجارت

سید احمدرضا  رضائی; امیر هوشنگ نظر پوری; حجت  وحدتی; رضا سپهوند

Authors

Ahmadreza Rezaei Ph.D. Student in Public Administration (Organizational Behavior Concentration), Lorestan University, Khorramabad, Iran Author https://orcid.org/0000-0001-7553-6385
Amirhooshang Nazarpouri : Department of Management, Faculty of Management and Economics, Lorestan University, Khorramabad, Iran Author https://orcid.org/0000-0003-3785-810X
Hojjat Vahdati : Department of Management, Faculty of Management and Economics, Lorestan University, Khorramabad, Iran Author https://orcid.org/0000-0003-2859-2901
Reza Sepahvand Department of Management, Faculty of Management and Economics, Lorestan University, Khorramabad, Iran Author https://orcid.org/0000-0002-2217-6029

Keywords:

Managerial incompetence threshold, Government organizations, Grounded theory, Ministry of Industry, Mine and Trade

Abstract

This study aimed to design and validate a model explaining the emergence of managers’ level of incompetence in government organizations, with particular emphasis on the Ministry of Industry, Mine and Trade. This applied study adopted an exploratory mixed-methods design grounded in a pragmatic paradigm. In the qualitative phase, grounded theory was employed, and data were collected through interviews with 15 senior managers of the Ministry of Industry, Mine and Trade selected through purposive sampling. The interviews were analyzed through open coding and categorization to develop the paradigmatic model. Subsequently, the extracted components were validated using a two-round fuzzy Delphi technique with 20 public-sector managers and experts. A threshold value of 0.70 was used for retaining components, while consensus was considered achieved when the difference between the defuzzified values of two consecutive rounds was below 0.10. The fuzzy Delphi results confirmed all proposed components, and the differences between the defuzzified values of the two rounds were below 0.10, indicating expert consensus. Among the antecedent and model-related factors, turbulent environment obtained the highest crisp value (0.908), followed by coalition building (0.867), corruption in appointments (0.863), impression management (0.854), disregard for meritocracy (0.850), and weak supervision (0.829). Regarding the consequences, the crisp values were 0.854 for administrative decline, 0.829 for human capital deterioration, 0.817 for social disconnection, and 0.775 for organizational anomie. The emergence of managers’ level of incompetence in government organizations is not merely an individual deficiency but a systemic phenomenon resulting from the interaction of defective appointment mechanisms, disregard for meritocracy, organizational structures, inadequate supervision, and managerial survival strategies. Continuation of this cycle may ultimately contribute to administrative decline, erosion of human capital, social disconnection, and organizational anomie.

Downloads

Download data is not yet available.

References

Agbana, J., Iyaji, F. I., & Bakare, A. A. (2024). Sustainability of Employee Performance and Leadership Styles Valor: A Double Dynamic Approach. International Journal of Research Publication and Reviews, 5(8), 173-186. https://doi.org/10.55248/gengpi.5.0824.2005

Benlahcene, A., & Meddour, H. (2023). How Poor Leadership Skills Elicit Unethical Behavior: Evidence From Public Organizations. Jurnal Studi Pemerintahan, 409-422. https://doi.org/10.18196/jgp.v13i3.16136

Ducheyne, D. A., & Fruyt, F. D. (2026). Distinguishing Destructive/Toxic From Incompetent Leadership. Industrial and Organizational Psychology, 19(3), 245-258. https://doi.org/10.1017/iop.2026.10070

Hoffman, E. P., Sergio, R., Chabani, Z., & Ajuha, J. (2024). Exploring the Perceived Effects of Destructive Leadership on Employees' Psychological Empowerment: An Azerbaijan Retail Context. Journal of Eastern European and Central Asian Research (Jeecar), 11(3), 439-451. https://doi.org/10.15549/jeecar.v11i3.1559

Huikko-Tarvainen, S., & Auvinen, T. (2025). Archetypes of Bad Physician Leaders – A Qualitative Study From a Large Finnish Central Hospital. Leadership in Health Services, 38(5), 48-64. https://doi.org/10.1108/lhs-12-2024-0154

Matemane, T. M., & Ayeni, A. A. W. (2026). The Perceived Roots of (Dis)satisfaction: A Qualitative Study of Clinical Research Associates Job Satisfaction and Attrition in South Africa. Administrative Sciences, 16(6), 267. https://doi.org/10.3390/admsci16060267

Muchiri, D. C. T. (2022). Impact of Work-Related Stress on Employees Performance in the Kenya Disciplined Services. Reviewed Journal International of Business Management [Issn 2663-127x], 3(1), 22-37. https://doi.org/10.61426/business.v3i1.31

Octavian, S. M. (2023). About the Impact and Effects of Toxic Leadership on Employees and Organizations. European Review of Applied Sociology, 16(27), 87-93. https://doi.org/10.2478/eras-2023-0012

Ogbonda, D. E. H., & Amadi, G. (2022). Toxic Leadership and Employee Turnover Intention: A Conceptual Review. Strategic Journal of Business & Change Management, 9(2). https://doi.org/10.61426/sjbcm.v9i2.2345

Pallikkuth, R., Kumar, T. M., Dictus, C. T., & Bunders, J. (2024). Empowerment of Lay Mental Health Workers and Junior Psychologists Online in a Task-Shared, Rural Setting in Kerala, India. International Journal of Health Policy and Management. https://doi.org/10.34172/ijhpm.2024.7566

Panagiotounis, F., & Saiti, A. (2026). The Silent Path to Cynicism: Knowledge Donating and Collecting as Mediators Linking Organizational Silence to Cynicism in Higher Education. https://doi.org/10.21203/rs.3.rs-8854007/v1

Salehi, T., Farahani, M. A., & Mirzaee, M. S. (2024). The Concept of Succession Evasion: An Invisible Behavior in the Organization. Journal of education and health promotion, 13(1). https://doi.org/10.4103/jehp.jehp_650_23

ŞEndoĞDu, A. A., Koçyiğit, N., & Yıldız, E. (2024). Organizational Effects of Hubris Syndrome and Potential Solutions Within Managerial Educational Processes. The Universal Academic Research Journal, 6(3), 129-142. https://doi.org/10.55236/tuara.1432881

Sitnicki, M. W., Степанова, А., Pryimak, V., & Zhylinska, О. (2022). Creative Management: Model for the Development of Entrepreneurial Competencies. Problems and Perspectives in Management, 20(3), 310-324. https://doi.org/10.21511/ppm.20(3).2022.25

Soleimani, S., Davoodi, R., & Afzali, M. (2022). Identification of the Influential Factors and the Consequences of the Manager’s Growth in the Red Crescent Society of Tehran, Iran. Journal of Rescue and Relief, 231-236. https://doi.org/10.32592/jorar.2022.14.3.7

Tomé, E., Gromova, E. A., & Hatch, A. (2022). Knowledge Management AndCOVID‐19: Technology, People and Processes. Knowledge and Process Management, 29(1), 70-78. https://doi.org/10.1002/kpm.1699

Tsapnidou, E., Μουδάτσου, Μ., Katharakis, G., Koukouli, S., Rovithis, M., Kelesi, Μ., & Stavropoulou, A. (2025). The Impact of Toxic Leadership on Nurse Retention: A Scoping Review. Healthcare, 13(18), 2341. https://doi.org/10.3390/healthcare13182341

Tziner, A., Bar-Mor, H., Shwartz-Asher, D., Shkoler, O., Geva, L., & Levi, H. (2023). Insights Into Abusive Workplace Behavior. Frontiers in psychology, 14. https://doi.org/10.3389/fpsyg.2023.990501

Vu, T. T. (2025). Micromanagement: A Systematic Literature Review and Future Research Agenda. Sage Open, 15(4). https://doi.org/10.1177/21582440251383211

Yi, S., Choi, J., & Kim, G. (2024). Core Problems in Information Systems Implementation: An Analytical Review and Implications for AI Systems. Information Development, 41(3), 984-1008. https://doi.org/10.1177/02666669241276427