Presenting a Model of Managers’ Psychological Capability in Public Organizations
Keywords:
Psychological capability, public managers, public organizations, qualitative research, thematic analysisAbstract
Objective: This study aimed to identify and develop a comprehensive model of managers’ psychological capability in public organizations.
Methods and Materials: This study employed a qualitative research design using thematic analysis with an inductive approach. Data were collected through semi-structured interviews with managers and employees working in public organizations. Sampling was conducted purposively and continued until theoretical saturation was achieved, which occurred after 22 interviews. The interview data were transcribed verbatim and analyzed systematically through open coding, categorization of basic themes, abstraction into organizing themes, and integration into global themes, following established procedures for inductive thematic analysis to ensure analytical rigor and conceptual coherence.
Findings: The analysis resulted in the identification of 94 basic themes, which were clustered into 17 organizing themes and ultimately integrated into four global dimensions of managers’ psychological capability. These dimensions included: (1) the capability of inner regulatory capacity and emotion management, (2) the capability of cognitive adaptability and mental–social resilience, (3) the capability of personality integration and moral–psychological maturity, and (4) the capability of social skills and effective interaction. The findings indicate that managers’ psychological capability is a multidimensional and integrative construct that encompasses emotional regulation, cognitive flexibility, ethical coherence, resilience, and relational effectiveness, all of which jointly shape managerial functioning in public organizations.
Conclusion: The study concludes that managers’ psychological capability represents a holistic psychological framework that underpins effective leadership in public organizations and extends beyond isolated constructs such as empowerment or psychological safety. By offering an empirically grounded and context-sensitive model, the findings provide a robust foundation for leadership development, managerial selection, and organizational policy aimed at enhancing psychological effectiveness and sustainable performance in the public sector.
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