Designing a Competency Model for Higher Education Managers at Tikrit University, Iraq: A Grounded Theory Approach

Subject Areas :

Ali Hasib Aftian ¹ , Mohammad Ali Nadi ² , Khaled Ahmad Jassim ³ , سعید شریفی ⁴

1 - Ph.D. Student, Department of Educational Management, Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan, Iran.
2 - Full Professor, Department of Educational Sciences, Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan, Iran
3 - Assistant Professor, Department of Educational Sciences, Tikrit University, Tikrit, Iraq.
4 - Assistant Professor, Department of Educational Sciences, Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan, Iran.

Received: 2025-02-14 Accepted : 2025-05-24 Published : 2025-06-21

Keywords: Competency, University Managers, Tikrit Iraq, Grounded Theory,

Abstract :

 Following the principle of theoretical saturation, semi-structured interviews were conducted with 18 knowledgeable experts in the field using purposive sampling. To assess the credibility of the data, two methods were employed: peer review by two coders and consultation with non-participating experts, along with returning to the interviewees for validation. The data were analyzed through several stages of open, axial, and selective coding based on the Strauss and Corbin model. The results of the qualitative section were structured into a paradigmatic model, including causal conditions (strategic analysis and decision-making, motivation and team empowerment, enhancement of educational quality, technology and educational innovations, persuasive and influencing skills, ethical challenges and transparency, and the impact of personal beliefs and values), contextual conditions (adaptability and flexibility in leadership, professional development and skill improvement, emotional and social intelligence management, improvement of organizational relationships and interactions, psychological impacts and individual performance, financial and human resource constraints, and the influence of strategy on structure and performance), intervening conditions (motivational and performance barriers, bureaucratic obstacles, financial and human resource challenges, ethical challenges and transparency, issues in managerial appointments, and political instability), strategies (performance evaluation and professional development, support and enhancement of managerial performance, goal setting and strategic planning, promotion of research and knowledge development, persuasive and influencing skills, use of social networks for knowledge exchange, and linking evaluations with development), and outcomes (enhancement of team spirit and collaboration, impact of competencies and managerial performance, improvement of employee satisfaction and reduction  

 

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