Author : Sattari Ardabili, Farzad


Ambidexterity in Public Organizations with an Emphasis on Managers’ Psychological Capital

Sohrab Ghanizadeh; Farzad Sattari Ardabili; Mohammad Kheirandish; Eshagh Rasouli; Mohammad Hassanzadeh

International Journal of Organizational Leadership, 2021, Volume 10, Issue 1, Pages 72-88
DOI: 10.33844/ijol.2021.60518

The purpose of the present research is to propose a psychological framework for managers’
ambidexterity in public organizations. The data were collected through 11 interviews
conducted over five months. The saturation was reached at nine interviews using conventional
content analysis. As a result, eight factors were identified to achieve ambidexterity in public
organizations, including courage, gratitude, spirituality, creativity, resilience, optimism, hope,
and self-efficacy. These factors can be used to develop a new framework for ambidexterity in
public non-profit organizations. This framework can also provide a psychological basis for
creating and strengthening managers' ability to plan ambidextrous behaviors.

The Effects of Management Skills on Job Satisfaction at Different Organizational Levels in Banks: The Role of Social Support and SelfEfficacy

Jalil Bagheri; Shahram Mirzaei Daryani; Farzad Sattari Ardabili; Behnam Azadi; Majid Ahmadlu

International Journal of Organizational Leadership, 2019, Volume 8, Issue 4, Pages 12-21
DOI: 10.33844/ijol.2020.60484

The current study aims to examine the effects of management skills on job satisfaction and mediating role of self-efficacy and social support. To this end, 236 questionnaires have been collected from managers of Tejarat bank. The results showed that, as individual self-efficacy increases, social support cannot significantly mediate the relationship between management skills and job satisfaction. However, managerial skills had a significant effect on employee's job satisfaction. Also, social support significantly mediated the effects of management skill on job satisfaction. Furthermore, self-efficacy reverses the effect of management skills on job satisfaction. The results further revealed that in high levels of self-efficacy and high skills, job satisfaction for management would be affected by other variables. The satisfaction in higher level of organizations may need to be evaluated through different models rather than current ones.