Determining and Prioritizing the Factors Affecting Visionary Leadership and Model Validation Based on the Lived Experiences of Petrochemical Managers

Subject Areas : Behavioral Studies in Management

الهام برنجی ¹ , علیرضا قاسمی زاد ² , پری مشایخ ³ , حمیدرضا معتمد ⁴

1 - دانشجوی دکترا، گروه مدیریت آموزشی، واحد کازرون، دانشگاه آزاد اسلامی، کازرون، ایران.
2 - استادیار، گروه مدیریت آموزشی، واحد کازرون، دانشگاه آزاد اسلامی ،کازرون، ایران.
3 - استادیار، گروه مدیریت آموزشی، واحد کازرون، دانشگاه آزاد اسلامی، کازرون، ایران.
4 - استادیار، گروه مدیریت آموزشی، واحد کازرون، دانشگاه آزاد اسلامی، کازرون، ایران.

Received: 2022-01-04 Accepted : 2022-09-07 Published : 2021-09-23

Keywords: Validation, Petrochemical Industry, lived experiences, Visionary Leadership Style,

Abstract :

This study aimed to determine and prioritize the factors affecting visionary leadership and model validation based on the Marun and Amirkabir petrochemical complex managers' experiences. The study's statistical population consisted of managers and senior petrochemical experts, of which 200 were selected as a sample group. The research tool was a questionnaire whose validity was confirmed based on the collective opinion of faculty members and management experts, and Cronbach's alpha was used to determine the degree of reliability. The results of exploratory factor analysis ultimately lead to the identification of factors affecting visionary leadership based on the managers’ lived experiences of the Marun and Amirkabir petrochemical complex in the form of a conceptual model of visionary leadership style. The model includes production challenges, inflexibility, technical and political management, authoritarianism, employees’ personality differences, input and output of the organization, lack of intra-organizational integration, human relations management, vision presentation, supervision, and management of human resources. The confirmatory factor analysis of the visionary leadership model showed that the visionary leadership style model and the affecting factors in Marun and Amirkabir petrochemical complex could be fitted and applied. It was indicated that these data are reliable, and the obtained model has sufficient validity. The ranking results also showed that the most influential factors on visionary leadership are human resource management, authoritarianism, and lack of integration. Other factors are in the following ranks of importance, including supervision, human relations management, production challenges, technical and political management, employees’ personality differences, the entry and exit factors of production, inflexibility, and vision presentation.

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