Designing a Model of the Antecedents and Consequences of Leadership in Iran's National Gas Company (case study: Kerman Gas Company).

Shafiee, Omid; Anjomshoaa, Zahra; Salajegheh, Sanjar; Nikpour, Amin

doi:10.22050/pbr.2025.498075.1374

Designing a Model of the Antecedents and Consequences of Leadership in Iran's National Gas Company (case study: Kerman Gas Company).

Document Type : Original Article

Authors

Omid Shafiee ¹

Zahra Anjomshoaa ²

Sanjar Salajegheh ³

Amin Nikpour ³

¹ PhD Student, Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran

² Assistant Professor, Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran

³ Associate Professor, Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran

https://doi.org/10.22050/pbr.2025.498075.1374

Abstract

Leadership is a combination of managerial attitudes and behaviors that directly influence indi-vidual and organizational performance. This study aimed to design a model of the antecedents and consequences of leadership in the National Gas Company of Iran. Using a mixed-methods approach, the qualitative phase involved 18 experts with extensive academic and professional experience, including university lecturers and senior managers in organizational behavior and human resource management. The quantitative phase included 265 employees from the Kerman Gas Company, selected via stratified sampling. Data were collected through document reviews, expert interviews, and structured questionnaires. Analyses employed thematic analysis, structur-al-interpretive modeling, and structural equation modeling using NVIVO, SPSS, and Smart-PLS software. The findings identified 82 primary codes, 21 basic themes, and 8 organizing themes, encompassing factors such as participatory decision-making, internal (individual) influences, emphasis on organizational values, talent management, transparency in communication, em-ployee retention, organizational productivity and growth, and organizational justice. Structural equation modeling demonstrated high reliability (Cronbach's alpha > 0.7), favorable composite reliability, and strong convergent and divergent validity. The model's fit was validated, with par-ticipatory management identified as the primary driving force in enhancing organizational stabil-ity and performance. This study provides practical insights into the implementation of effective leadership practices, offering a framework to improve decision-making, foster employee en-gagement, and enhance organizational outcomes. The findings serve as a strategic tool for man-agers to promote a culture of inclusivity, transparency, and growth within the National Gas Company.

Highlights

A model of leadership antecedents and consequences was developed for the National Iranian Gas Company.
A mixed-method approach was applied, combining qualitative and quantitative research.
Data were collected through expert interviews, document reviews, and surveys.
Key themes included participatory management, transparency, talent management, and organizational justice.
The proposed model demonstrated good fit and practical implications for organizational development.

Keywords

Antecedent Model

Leadership Consequences

National Gas Company of Iran

Kerman

Subjects

Energy Management and Engineering

Al-Abedi, A. R. C., and Ahmed, A. K. (2022). Generous Leader Behavior as A Moderating Variable In The Relationship Between Organizational Plasticity and Human Resource Sustainability: An Empirical study in private hospitals of Najaf Governorate. Journal of Positive School Psychology, 6(4): 11782–11797. URL: https://www.journalppw.com/index.php/jpsp/article/view/7098

Alvani, S. M., Jandaghi, G., Zarei Matin, H., and Irani, H. (2014). The Typology of Generosity in Organization. Organizational Culture Management, 12(4): 589–612. DOI: 10.22059/jomc.2014.53082

Antonopoulou, H., Halkiopoulos, C., Barlou, O., and Beligiannis, G. N. (2020). Leadership types and digital leadership in higher education: Behavioral data analysis from University of Patras in Greece. International Journal of Learning, Teaching and Educational Research, 19(4): 110–129. URL: https://www.ijlter.myres.net/index.php/ijlter/article/view/368

Caldwell, C., and Anderson, V. (2020). Leadership: Touching Lives. New York: Nova Science Publishers. URL: https://novapublishers.com/shop/leadership-touching-lives/

Davari, R., Oladian, M., and Imani, M. N. (2023). Designing a Model for Spiritual Leadership in Secondary Education Managers in Tehran. Research in Teaching, 11(1): 1–21. DOI: 10.22034/trj.2023.62692

Dey, M., Bhattacharjee, S., Mahmood, M., Uddin, M. A., and Biswas, S. R. (2022). Ethical leadership for better sustainable performance: Role of employee values, behavior and ethical climate. Journal of Cleaner Production, 337(1): 130527–38. DOI: 10.1016/j.jclepro.2022.130527

Fardi Azar, A., Tabari, M., Iranzadeh, S., and Gholi Pourkanani, Y. (2022). Value Management: A New Approach to Talent Management: A Case Study of National Iranian Gas Company. Petroleum Business Review, 6(3): 105–117. DOI: 10.22050/pbr.2022.332044.1256

Flynn, F. J. (2003). How much should I give and how often? The effects of generosity and frequency of favor exchange on social status and productivity. Academy of Management Journal, 46(5): 539–553. DOI: 10.5465/30040648

Ghanbari, A. M., and Pourfarzad, A. (2018). Analysis of Gas Sales Receivables in the National Iranian Gas Company with an Emphasis on the Optimization of Receivable’s Liquidation Methods. Petroleum Business Review, 2(4): 26–40. DOI: 10.22050/pbr.2018.96840

Goleman, D., Boyatzis, R., and McKee, A. (2013). Primal leadership, with a new preface by the authors: Unleashing the power of emotional intelligence. Harvard Business Review Press. URL: https://www.amazon.com/Primal-Leadership-New-Preface-Authors/dp/1422168034

Hampton, D. R. (1986). Contemporary Management. New York: McGraw-Hill. URL: https://www.amazon.com/Contemporary-Management-S-David-Hampton/dp/0070259356

Hamzepour, M. (2018). An introduction to lean leadership. Tehran: Asr Information Institute Publications. URL: https://www.gisoom.com/book/11448234/%DA%A9%D8%AA%D8%A7%D8%A8-%D8%AF%D8%B1%D8%A2%D9%85%D8%AF%DB%8C-%D8%A8%D8%B1-%D8%B1%D9%87%D8%A8%D8%B1%DB%8C-%D9%86%D8%A7%D8%A8/

Horsman, J. H. (2017). The effect of God’s leadership on employee performance and increasing manpower productivity in government agencies. A Dissertation presented in partial fulfillment of the requirement for the degree, Ph. Thesis, Gonzaga University, Washington, United States.

Javadi, S. M., Ghanbari, A. M., and Anisi, A. (2018). Financial Performance Evaluation of the Gas Distribution Companies of National Iranian Gas Company. Petroleum Business Review, 2(2): 2–13. DOI: 10.22050/pbr.2018.91317

Khalili, M., Andam, R., and Rajabi, M. (2021). Effect of Ethical Leadership Style on Organizational Justice with Moderating Role of Work-Family Conflict among Physical Education Teachers. Human Resource Management in Sports, 8(2): 309–325. DOI: 10.22044/shm.2021.10808.2354

Laali Sarabi, A., Abdavi, M., and Frootani, Z. (2011). Identifying factors affecting entrepreneurial behavior in Iran’s government organizations. Journal of Organizational Behavior Studies, 1(2): 86–108. URL: https://obs.sinaweb.net/?lang=en

Malik, M. S., Awais, M., Timsal, A., and Qureshi, U. H. (2016). Impact of ethical leadership on employees’ performance: Moderating role of organizational values. International Review of Management and Marketing, 6(3): 590–595. URL: https://dergipark.org.tr/en/pub/irmm/issue/32093/355388

Manoochehri, H., Shahab Lavasani, F., Atashzadeh-Shoorideh, F., & Akbarzadeh Baghban, A. (2017). Relationship between leadership style and perceived organizational justice. Journal of Nursing Management, 6(1): 72-82. http://ijnv.ir/article-1-394-en.html

Massen, J. J., van den Berg, L. M., Spruijt, B. M., and Sterck, E. H. (2010). Generous leaders and selfish underdogs: pro-sociality in despotic macaques. PloS one, 5(3): e9734. DOI: 10.1371/journal.pone.0009734

Mazloomi, N., Nasehifar, V., and Ehsan Far, G. (2012). The relationship between transformational leadership and organizational creativity and innovation in private insurance companies in Iran. Iranian Journal of Insurance Research, 2(1): 18–31. DOI: 10.22056/ijir.2013.01.02

Moradi, A. (2020). Assessing the relationship between spiritual leadership and organizational loyalty. Journal of Applied Studies in Social Sciences and Sociology, 3(13): 65–74. URL: http://www.asscs.ir/post.aspx?id=684

Nasirnateri, H., Mehrara, A., and Matani, M. (2023). Presenting and explaining the job rotation implementation model based on the organization, methods and value chain of National Iranian Gas Company. Petroleum Business Review, 7(3): 67–88. DOI: 10.22050/pbr.2023.369087.1284

Newstrom, J., and Davis, K. (2007). Organizational Behavior: Human Behavior at Work. New Delhi: McGraw-Hill. URL: https://www.scirp.org/reference/ReferencesPapers?ReferenceID=1624588

Nguyen, N. T. T., Nguyen, N. P., and Hoai, T. T. (2021). Ethical leadership, corporate social responsibility, firm reputation, and firm performance: A serial mediation model. Heliyon, 7(4):1–9. URL: https://www.cell.com/heliyon/fulltext/S2405-8440(21)00912-9

Pagheh, P., Shojaei, S., Mostaghimi, M. R., and Azma, F. (2021). Identifying Factors Affecting Generous Leadership with Emphasis on Workplace Spirituality in Education in the Northern Provinces of Iran. Career and Organizational Counseling, 12(45): 201–222. DOI: 10.52547/jcoc.12.4.201

Rahimi Nejad, SP., and Golparvar, M. (2019). Functions of Ethical Leadership and Supportive Leadership for Psychological Capital and Organizational Effectiveness. Ethics in Science and Technology. 14(1): 26–34. URL: http://ethicsjournal.ir/article-1-1363-fa.html

Rajabpour, E., and Shakeri, S. (2016). Investigating the effect of generously Leadership Style on Organizational learning with emphasis on purposeful organizational forgetting. Journal of Studies in Religion, Spirituality and Management, 5(8): 51–74. DOI: 10.30471/im.2016.1328

Rangriz, H., and Khamechi, H. (2022). Meta-Analysis of the Consequences of Ethical Leadership. Ethics in Science and Technology, 17(2): 51–55. URL: http://ethicsjournal.ir/article-1-2666-fa.html

Sengupta, S., Sharma, S., and Singh, A. (2021). Authentic leadership fostering creativity in start-ups: Mediating role of work engagement and employee task proactivity. Business Perspectives and Research, 9(2): 235–251. DOI: 10.1177/2278533720964298

Taghizadeh, H., and Shokri, A. (2014). The study of spiritual leadership impact on organizational justice and organizational commitment of employees of company Gas Ardabil Province. Human Resource Management in Oil Industry, 5(19): 227–55. URL: http://iieshrm.ir/article-1-372-fa.html

Taheri, F., Naderibeni, N., Jndaghi, G., and Yousefzadeh, S. (2022). Designing a forgiveness-based leadership framework. Organizational Behavior Studies Quarterly, 11(2): 95–118. DOI: 20.1001.1.23221518.1401.11.2.4.8

Yang, J., Gu, J., and Liu, H. (2019). Servant leadership and employee creativity: The roles of psychological empowerment and work–family conflict. Current Psychology, 38(6): 1417–1427. DOI: 10.1007/s12144-019-0161-3

Yoshida, D. T., Sendjaya, S., Hirst, G. and Cooper, B. (2018). The impact of servant leadership style on human resource development in Japanese Universities. Journal of Business Research, 67(7): 1395–1404. DOI: 10.1016/j.jbusres.2013.08.013