Designing and Explaining a Model of Managerial Behavioral Integrity in the North Khorasan Governorate

Abstract

This study aimed to design and explain a model of managerial behavioral integrity in the North Khorasan Governorate by identifying its causal, contextual, and intervening conditions, strategies, and consequences. This exploratory and developmental study employed a qualitative design based on the systematic grounded theory approach of Strauss and Corbin. The study population consisted of managers and employees of the North Khorasan Governorate with more than 10 years of work experience. Participants were selected using purposive sampling, and sampling continued until theoretical saturation was achieved, resulting in 20 participants. Data were collected through in-depth semi-structured interviews and analysis of organizational documents. Data analysis was conducted through open, axial, and selective coding, and the extracted concepts were organized into causal conditions, the central phenomenon, contextual conditions, intervening conditions, strategies, and consequences. To assess coding dependability, selected interviews were independently coded by a research colleague. Cohen’s kappa coefficient was 0.87, indicating a very high level of inter-coder agreement. The analysis identified managerial behavioral integrity as the central phenomenon of the model. Stability and consistency of managerial actions and acceptance of mistakes and moral courage emerged as causal conditions. Transparency and fairness in decision-making, together with effective communication and team cohesion, constituted the contextual conditions. Empathy and employee support and the prevention of distrust and inappropriate behavior were identified as intervening conditions. The principal strategies were strengthening a positive organizational culture and enhancing employee motivation and participation. The consequences of implementing the model included increased organizational trust and psychological safety, reduced tension, conflict, and job burnout, enhanced employee motivation and participation, stronger organizational belonging and team cohesion, and improved managerial credibility. Managerial behavioral integrity is a multidimensional and context-dependent phenomenon shaped by the interaction of managerial behavior, organizational conditions, and manager–employee relationships; therefore, strengthening transparency, accountability, word–deed alignment, fairness, moral courage, and employee participation can contribute to greater organizational trust, administrative integrity, and effectiveness in public-sector organizations.