Author : Kheirandish, Mohammad


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.

Transparency of the Concepts of Directing and Leadership in Organizational Leadership Theory based on Critical Hermeneutics Theory

Shalaleh Kameli; Shahram Mirzaei Daryani; Mohammad Kheirandish; Majid Ahmadlou

International Journal of Organizational Leadership, 2020, Volume 9, Issue 2, Pages 105-122
DOI: 10.33844/ijol.2020.60499

Some researchers consider leadership and directing to be equivalent as much as they use them interchangeably. According to the study of the historical course done in this research, this issue has been seen more than ever in recent texts. In this study, the critical hermeneutics of Prasad’s (2005) four-stage model was used. In the first stage, the data was collected from books, and papers related to organizational leadership theory. To this end, 61 definitions of organizational leadership and eight definitions of directing have been collected from the viewpoint of management experts. Ambiguities were raised in the form of questions about the intentions of the authors of the relevant texts. In the second stage, layers of texts were interpreted, and themes and concepts were extracted. In the third stage, to close the hermeneutic cycle, a narrative case was used, which is the personal experience of an organizational leader of the distinction between leadership and directing. The final stage was suggested to the researchers not to consider the words ‘leadership’ and ‘directing’ equivalent or interchangeable. Directing is a part of leadership that is more or less applied depending on the type of leadership style. It is also recommended for experts in marketing, business and economics to use the alternative terms market pioneer and industry director instead of the words market leader and industry leader because obedience to other organizations may be due to duty not influence or follow-up.