Organizational Culture Management

Organizational Culture Management

Exploring the Factors Influencing Harmonious Leadership in Yazd Regional Electricity Company

Document Type : Research Article

Authors
Mahya Zare Hoseein Abadi 1
Mohammad Shaker Ardakani 2
Mojtaba Farokhi 2
1 Department of Public Administration, Organizational Behavior, Faculty of Humanities and Social Sciences, Ardakan University, Iran
2 Department of Management, Faculty of Humanities and Social Sciences, Ardakan University, Iran
10.22059/jomc.2025.401726.1008871
Abstract
This study aimed to explore harmonious leadership and the factors influencing its formation in the Yazd Regional Electricity Company through a qualitative approach. It is a developmental research study employing qualitative methodology, utilizing thematic analysis and semi‑structured interviews for data collection. Participants consisted of senior and middle managers as well as employees, and data were gathered through sixteen semi‑structured interviews based on the rule of theoretical saturation using a purposive sampling method. Data validity was ensured through peer review and participatory verification, while test–retest reliability was used to confirm data stability. The findings indicated that harmonious leadership consists of two main components: benevolent behavior and authentic, purposeful behavior. Benevolent behavior includes three subcategories—friendly and collegial relationships, supportiveness and companionship, and trust orientation—while authentic and purposeful behavior encompasses assertive and explicit behavior, committed behavior, influential behavior, and strategic behavior. The causal factors underlying the emergence of harmonious leadership are divided into two main categories: long‑term and comprehensive causes, including effective strategic planning, organizational justice, and employee empowerment, and short‑term and partial causes, comprising merit orientation and training.
Keywords
Leadership
Harmonious leadership
Benevolent behavior
Authentic and purposeful behavior
Subjects
Alluhaybi, A., Wilson, A., Usher, K., & Durkin, J. (2023). Impact of nurse manager leadership styles on work engagement: a systematic literature review. Journal of Nursing Management, 2023(1), 5090276.
Awad, N. H. A., Elbassal, N. A. M., & Ashour, H. M. A. (2025). Resonant leadership and proactive vitality management in nurses: The mediating role of post–COVID-19 organizational compassion. Journal of Nursing Research, 33(5), e409.
Barton, A. J. (2021). Inclusive leadership in nursing education. Journal of Nursing Education, 60(5), 247–248.
Batool, S., Ibrahim, H. I., & Adeel, A. (2024). How responsible leadership pays off: Role of organizational identification and organizational culture for creative idea sharing. Sustainable Technology and Entrepreneurship, 3(2), 2–9.
Caldwell, C. (2018). Leadership, Ethics, and Trust. Cambridge Scholars Publishing.
Christiansen, M. F., Kakati, N., & Reed, S. M. (2025). Resonant leadership in army nursing: A concept analysis. Military Medicine, 190(7–8), e1440–e1448.
Cardiff, S., McCormack, B., & McCance, T. (2018). Person-centred leadership: A relational approach to leadership derived through action research. Journal of Clinical Nursing, 27(15–16), 3056–3069.
Cardiff, S., Sanders, K., Webster, J., & Manley, K. (2020). Guiding lights for effective workplace cultures that are also good places to work. International Practice Development Journal, 10(2), 1–21.
Delaney, L. (2023). Leadership as a process in dispersed organizations. Monarch Research Paper Series, 2(1), 1–18.
Goleman, D., Boyatzis, R. E., & McKee, A. (2013). Primal leadership: Unleashing the power of emotional intelligence. Harvard Business Press.
Guo, M. H., Zhou, L., Liu, M. Y., Xing, Y., Fei, X., Jiang, H., & Zhou, H. (2026). A review of resonant leadership research and future directions. Open Journal of Social Sciences, 14(6), 402–426.
Hassan, M., & Qureshi, A. (2019). Resonant leadership at workplace: how emotional intelligence impacts employees’ attitudes: a cross-sectional study. Pakistan Business Review, 21(2), 237–251.
Klasmeier, K. N., & Rowold, J. (2022). A diary study on shared leadership, team work engagement, and goal attainment. Journal of Occupational and Organizational Psychology, 95(1), 36–59.
Liu, E. H., Chambers, C. R., & Moore, C. (2023). Fifty years of research on leader communication: What we know and where we are going. The Leadership Quarterly, 34(6), 1–19.
Liden, R. C., Wang, X., & Wang, Y. (2025). The evolution of leadership: Past insights, present trends, and future directions. Journal of Business Research, 186, 115036.
Olpos, E. M. (2023). Ethical leadership and decision making from the nursing service leaders’ perspective. International Journal of Research Studies in Management, 11(12), 95–103.
Singh, A., Lim, W. M., Jha, S., Kumar, S., & Ciasullo, M. V. (2023). The state of the art of strategic leadership. Journal of Business Research, 158, 1–20.
Tabche, I., Behery, M. H., & Bin Ahmad, K. Z. (2024). Resonant leadership and organizational citizenship behavior: A moderated-mediation analysis of followers’ resilience. International Journal of Productivity and Performance Management, 73(1), 18–42.
Varghese, J. J., & Rao, M. K. (2025). Influence of resonant leadership on creative performance: The mediating role of affective trust. Cogent Business & Management, 12(1), 2442089.
Zhu, W., Avolio, B. J., & Walumbwa, F. O. (2018). Moderating role of follower characteristics with transformational leadership and follower work engagement. Journal of Applied Psychology, 103(5), 547–561.
 
Organizational Culture Management
Volume 24, Issue 3
Autumn 2026
Pages 429-446