Designing an Indigenous Complexity Leadership Model in Iran’s Public Sector Organizations.
Subject Areas : Public Administration
ُShirvan Keivani
1
,
Mahrokh Lotfollahi Haggi
2
*
,
mojtaba heydari
3
,
Reza Rostamzadeh
4
1 -
2 - Public Administration, Islamic Azad University, Urmia, Iran
3 - عضو هیات علمی
4 - Department of Management, Urmia Branch, Islamic Azad University, Urmia, Iran
Keywords: Complexity Leadership, Public Sector Organizations, Indigenous Model, Meta-Synthesis, Qualitative Content Analysis, Delphi Method,
Abstract :
The present study aims to design a localized model of complexity leadership in Iranian public sector organizations. Given the dynamic and multifaceted challenges these organizations face, the need for a context-specific model tailored to their cultural and structural characteristics has become increasingly critical. From a methodological standpoint, this research combines both fundamental and applied approaches: the fundamental dimension focuses on identifying key components and developing a conceptual model of complexity leadership, while the applied dimension examines the current state within Iranian public organizations. The research methodology is based on a qualitative meta-synthesis using Sandelowski and Barroso’s (2007) seven-step framework and systematic content analysis. Out of an initial pool of 383 studies, 29 qualitative studies were selected for in-depth analysis, resulting in the extraction of 160 final codes, grouped into 29 concepts and 5 main categories. These categories include: (1) leadership traits and competencies, (2) environmental and organizational factors, (3) analytical and strategic approaches, (4) organizational actions and dynamics, and (5) indigenous organizational culture and context. To validate the findings and achieve expert consensus, a four-round Delphi method was employed, with Kendall's coefficient of concordance used to measure agreement levels. The Kappa coefficient of 0.753 indicated a high level of reliability for the extracted codes. The findings suggest that effective complexity leadership in Iranian public organizations requires a multidimensional, contextual, and adaptive model that simultaneously addresses structural, cultural, cognitive, and environmental variables. By offering a localized model, this study contributes to the enrichment of the theoretical literature and provides practical insights to enhance the capacity of organizational leaders in navigating complexity and making decisions under uncertainty.
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