Presenting a Qualitative Model for Empowering Managers of Mellat Bank Branches in Qom Province Based on Spiritual Capital

Subject Areas : Ethics and corporate governance

Reza Soltani ¹ , Hassan Zarei Matin ^{2 *} , Mohammad Paseban ³

1 - Master's student, Department of Management, Tabriz Branch, Islamic Azad University, Tabriz, Iran.
2 - Professor, Department of Public Administration, Faculty of Management and Accounting, Farabi Campus (University of Tehran), Qom, Iran
3 - Assistant Professor, Department of Management, Tabriz Branch, Islamic Azad University, Tabriz, Iran.

Received: 2025-01-19 Accepted : 2025-04-06 Published : 2025-04-22

Keywords: Empowerment, Capability, Spiritual Capital, Leadership, Intellectual Capital.,

Abstract :

Objective: One of the most critical aspects of empowering managers is recognizing the significance of spiritual capital and its impact on organizational commitment and the productivity of the organization's projects. In this regard, the current study aims to develop a model for empowering the managers of Mellat Bank branches in Qom Province, utilizing spiritual capital.

Method: The present study employs a descriptive-exploratory method with a qualitative approach. The statistical population consists of experts, academics, and managers from Mellat Bank branches in Qom Province. The statistical sample consists of 10 experts. The sampling method employed is non-random and purposeful, utilizing the snowball technique. Additionally, document analysis and interviews were used as tools for data collection. The data were examined and evaluated using the content analysis method. The reliability of the model was assessed through test-retest reliability and inter-coder reliability, yielding a test-retest reliability coefficient of 0.76 and an inter-coder reliability coefficient of 0.83.

Findings: The initial model, developed from a review of related articles and further refined through interviews with experts and the coding of research findings, identifies four dimensions of managerial empowerment: psychological, managerial, individual, and organizational. These dimensions are based on twelve indicators of spiritual capital. Emphasizing spiritual capital through various approaches is effective in empowering employees. When managers prioritize spiritual capital, the empowerment process encounters fewer challenges, resulting in sustainable and long-term benefits for the organization. If we consider spiritual capital, the empowerment processes for managers and employees will create more favorable conditions regarding their functions and impact within the organization, thereby ensuring greater efficiency. On the other hand, both managers and employees will have the opportunity for increased productivity and subsequent career advancement by achieving higher levels of performance.

Conclusion: To maximize the empowerment of managers through spiritual capital, it is essential to focus on the dimensions and components of independence and delegation, a sense of competence, organizational support and development, training and learning, effective leadership and management, as well as communication and interactions during promotion and retraining periods.

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