https://jom.hmu.ac.ir/ Psychological Research in Management en daily 1 Tue, 21 Apr 2026 00:00:00 +0330 Tue, 21 Apr 2026 00:00:00 +0330 https://jom.hmu.ac.ir/article_735287.html Purpose: In the realm of investment management, selecting an appropriate investment portfolio for holding companies constitutes one of the most critical decisions. Owing to their diversified investment activities and their strategic role in resource management, these companies require a precise analysis of various factors, particularly behavioral ones. Behavioral factors such as risk aversion, overconfidence, and fear of failure can significantly influence investment decisions. This study examines and prioritizes these factors with a focus on one of the active holding companies in the country.Design/Methodology/Approach: This research is applied in terms of purpose and descriptive survey in terms of method. The statistical population and sample are assessed at two levels: at the first level, the target holding companies were considered; at the second level, experts and investment managers within these holding companies were selected to complete the relevant questionnaires. Since this study is conducted as a case study, it does not involve a statistical sample; instead, one active holding company and its associated experts were selected as the study sample. The data were collected through academic literature, interviews with academic and executive experts, relevant questionnaires, and the documents and records of the selected company. After identifying the behavioral factors influencing investment decision making among managers in holding companies, the DEMATEL technique was applied to determine the direct relations among the criteria. Through the direct relation matrix, the causal relationships were identified, specifying which behavioral factors influence others and which ones are influenced. Subsequently, the prioritization of these factors was determined using pairwise comparisons based on the Analytic Network Process (ANP). For this purpose, a questionnaire designed to assess the relative importance of the criteria was employed. After collecting the completed questionnaires, the collective expert judgment was calculated using the geometric mean. In this step, following the construction of the network model in Super Decisions software and establishing the interrelations among criteria, the DANP method was applied to determine the weights of the factors. The aggregated judgments were entered into the initial supermatrix as pairwise comparisons. The weighted supermatrix was then raised to a sufficiently large power (Z) until convergence and stability were achieved. To conduct the analysis, the first phase of the study involved identifying behavioral factors affecting investment decisions in holding companies through semi structured interviews with experts. The interviews were analyzed in stages using a qualitative content analysis approach. The results were compared with the existing literature to determine the final set of behavioral factors.Findings: The findings indicate that among the cognitive biases, self attribution (A2), overconfidence (A3), and the gambler’s fallacy (A5) have a causal nature, while the remaining criteria are effect type. Overconfidence (A3) is the most influential criterion, affecting all six other cognitive factors, whereas limited attention (A4) is the most influenced (effect type) factor. Among emotional biases, regret aversion (B3), increased risk taking (B5), and loss aversion (B6) were found to be causal. Loss aversion (B6) influences all six other emotional subcriteria and is one of the most influential factors. Calendar effects (B2) are the most influenced subcriterion, affected by five other factors except herd behavior (B1). The causal relationships among the subcriteria of other behavioral characteristics reveal mutual influence between the secure anxious (C1) and conservative daring (C2) traits, with C1 exerting a slightly stronger effect on C2, thus rendering C1 a causal factor. Ultimately, the results of the data analysis show that among the main criteria, cognitive bias—with a weight of 0.3573—represents the most significant behavioral factor affecting portfolio selection in holding companies. Emotional bias (0.3381) and other behavioral characteristics (0.2281) follow in order of importance. Among the subcriteria, the secure anxious trait holds the highest importance (0.1212), followed by conservative daring (0.1069) and loss aversion (0.0642).Discussion and Conclusion: The findings suggest that cognitive and emotional factors play a more important role than personality traits in investment decision making in holding companies. Among other behavioral characteristics, managers’ levels of confidence or anxiety and their conservative or risk seeking tendencies exert the greatest influence on portfolio selection. The results demonstrate that the behavioral factors of decision makers in holding companies do not act independently; rather, they influence the portfolio selection process through a causal and interconnected network. Some biases and personality traits function as causal factors, while others act as outcomes, with varying intensities of influence. This highlights the necessity of adopting a systemic and network based perspective toward managerial behavior in investment decision making. From a managerial standpoint, the findings suggest that improving the quality of investment decisions in holding companies cannot be achieved solely by enhancing financial analytical tools. Instead, it requires managing behavioral risks, designing collective decision making mechanisms, and employing scenario analysis to mitigate anxiety and cognitive biases. https://jom.hmu.ac.ir/article_735288.html Purpose: This research endeavors to identify and delineate effective strategies, grounded in a comprehensive approach and the rich principles of Islamic teachings, for the proactive management and fundamental prevention of negative emotions and thoughts that frequently arise within the complex landscape of workplace relationships. Beyond merely identifying issues, the ultimate aim of this study is to present an operational framework capable of simultaneously addressing three critical domains: firstly, the enhancement and assurance of employees’ mental health and well-being; secondly, the strengthening and deepening of healthy, constructive, and mutually respectful interpersonal relationships in the workplace; and thirdly, ultimately, the significant improvement and increase of the overall effectiveness and efficiency of the organization. This research seeks to assist organizations in fostering a more conducive, humane, and consequently, more successful work environment by extracting practical guidelines from Islamic sources.Design/Methodology/Approach: The study employed a qualitative descriptive-analytical approach. In the first phase, internationally validated tools for assessing negative emotions in the workplace were reviewed and analyzed to extract a comprehensive set of emotional and cognitive negative components related to workplace interactions. In the second phase, field data were collected through semi-structured interviews with 20 employees from public sector organizations, and the data were analyzed using thematic analysis. Following the extraction and categorization of negative emotions, management strategies were identified based on Islamic teachings through consultation of authoritative sources, including the Holy Quran, Nahj al-Balagheh, and other reputable Shia ethical and narrative texts.Findings: This research conducted an in-depth examination and analysis of negative emotions arising from workplace relationships, revealing that these emotions can be broadly categorized into three main groups:1.    Hostile Emotions: This category encompasses feelings such as anger, hatred, and jealousy, which frequently manifest in response to undesirable interactions, unhealthy competition, or a sense of injustice within the work environment. These emotions can rapidly damage professional relationships and foster a tense atmosphere.2.    Occupational Stressors: This group includes factors directly related to the nature of the job and its surrounding environment. Elements such as excessive and unreasonable workload, inappropriate and unsupportive managerial behavior, and pervasive fear of task failure contribute to the exacerbation of negative emotions.3.    Pessimistic Attitudes: This category comprises thought patterns and attitudes that cast a negative light on the workplace. Such elements include feelings of ostracism and being overlooked by colleagues or management, distrust of others’ motives and intentions, and a propensity for conspiratorial thinking and suspicion regarding surrounding events. These attitudes can significantly impact an individual’s mental well-being and team dynamics.Subsequently, through a rigorous review and analysis of Islamic sources and texts, it was determined that effective strategies exist for managing these negative emotions. These strategies are applicable at both the preventive stage (prior to the full onset of emotions) and the therapeutic stage (after emotions have developed). Furthermore, the efficacy of these strategies has been validated at both the individual level (personal responsibilities and actions) and the organizational level (policies and managerial interventions). These findings indicate that the integration of Islamic teachings with modern management approaches can provide a potent toolkit for cultivating a healthier and more constructive work environment.Discussion and Conclusion: This study shows that Islamic teachings provide an ethics-based framework for managing emotions and negative reactions in human interactions. At the individual level, cultivating moral virtues helps prevent negative emotions, improving well-being and workplace relationships. At the organizational level, fostering a culture of awareness, fairness, and mutual respect—supported by ethical policies and leadership—reduces conflict and stress. Integrating Islamic principles with modern management approaches enhances employees’ quality of life, emotional regulation, and psychological safety. This synergy creates a human-centered, sustainable work environment where valued employees are more engaged and innovative. The study advocates for embedding spiritual and ethical values into organizational management to promote a healthier, more productive workplace. https://jom.hmu.ac.ir/article_735290.html Auditing plays a pivotal role in economic sustainability by ensuring financial transparency and reinforcing public trust. However, high rates of auditor turnover and retention difficulties seriously threaten the long-term effectiveness of the profession. To address the limitations of prior quantitative research and to gain a deep understanding of the lived experience of leaving the auditing profession, this study adopted an interpretive phenomenological approach. Data were collected through in-depth, semi-structured interviews with 20 former auditors possessing 5 to 29 years of professional experience. The interviews were analyzed using a three-stage coding procedure, and rigor was ensured through member checking, triangulation, and peer debriefing. The phenomenological analysis revealed four core themes: (1) entering the profession with hope, (2) gradual erosion of hope, (3) crisis of meaning and the moment of departure, and (4) reconstruction of meaning. The erosion of hope—identified as the primary barrier to retention—emerged from intense psychological pressure, excessive working hours, value conflicts, and structural constraints, ultimately culminating in a profound crisis of meaning and the pursuit of more dynamic career paths. The final phase involved redefining professional identity and achieving renewed satisfaction, underscoring that leaving auditing represents a multidimensional existential process intertwined with identity, psychological, and ethical transformations. The findings demonstrate that auditor turnover extends far beyond a mere occupational decision. Consequently, the study highlights the urgent need for organizational interventions - including psychological support, enhanced work–life balance initiatives, and flexible professional development pathways - to reduce turnover and retain experienced human capital within the auditing profession. https://jom.hmu.ac.ir/article_735291.html Purpose: One leadership style that effectively adapts to today’s dynamic environment through flexible and adaptive behaviors is the chameleon leadership style. Chameleon leaders possess the ability to modify their behavior and adjust to new situations to achieve their objectives. By aligning their approach with situational demands, they can lead effectively in various contexts. These leaders are characterized by their capacity for rapid adjustment in response to changing circumstances. A chameleon leader may also influence others through manipulative behaviors and superficiality, affecting them in complex ways. This leadership style has a dual nature, meaning it can generate both positive and negative outcomes. Accordingly, the present study aims to identify the causes of the inclination toward, and the consequences of using, the chameleon leadership style in knowledge based organizations. Design/Methodology/Approach: This study is exploratory in purpose and utilizes both qualitative and quantitative methods, following an inductive–deductive philosophical approach. The statistical population included experts selected through purposive sampling and based on the principle of theoretical saturation. The data collection tool in the qualitative phase was a semi structured interview, whose validity and reliability were confirmed using content validity, theoretical validity, and intra coder and inter coder reliability methods. In the quantitative phase, data were collected using a questionnaire whose validity and reliability were verified through content validity and test–retest reliability. Qualitative data were analyzed using content analysis, while quantitative data were analyzed through the fuzzy cognitive map method.‌‌‌‌‌Findings: The results indicate that ambiguous and unpredictable environmental conditions, high emotional intelligence in managers, and a desire for popularity among managers are among the most significant drivers of the inclination toward the chameleon (sun worshipper) leadership style. Additionally, expanding the organization’s competitive capacity, increasing its adaptive capability, and enhancing crisis management competency were identified as the most important consequences of this leadership style.Discussion and Conclusion: Knowledge based organizations operate in highly dynamic and competitive environments. In such contexts, the chameleon leadership style owing to its high degree of flexibility enables leaders to respond rapidly to changes and adjust their strategies and approaches accordingly, thereby guiding the organization toward success. The findings of this study are presented in both qualitative and quantitative dimensions. The qualitative results reveal the causes of the inclination toward, and the consequences of adopting, the chameleon leadership style in knowledge based organizations. The identified causes include: managers’ possession of quantum thinking, ambiguous and unpredictable environmental conditions, the institutionalization of a dual capacity organizational culture, managers’ tendency toward emperor building (imperialism), pursuit of profit and self interest, steering the organization toward competitive intelligence, high emotional intelligence among managers, the desire to strengthen organizational resilience, managers’ tendency toward popularity seeking, and the dominance of a visionary personality trait in managers. The identified consequences include: enhanced organizational adaptive capacity, improved crisis management competency, prevention of monotony and stagnation, increased bargaining power in problem solving, the emergence of administrative opportunism, strengthened organizational flexibility, enhanced organizational agility, introduction of opportunities for growth and development, expansion of competitive capacity, and the creation of a climate of paranoia and skepticism toward the manager. https://jom.hmu.ac.ir/article_735292.html Purpose: Employee flourishing, especially among teachers, is one of the main components of mental health and professional well being in educational environments, and it is recognized as a key indicator for evaluating the positive functioning and motivation of teachers. Teacher flourishing not only affects the quality of teaching but also influences students’ motivation and learning, and ultimately the effectiveness of the educational system. Recent research shows that contemporary educational environments are facing rapid social, technological, and organizational changes, which increase the complexity of the teachers’ role and impose unprecedented psychological and emotional pressures on them. In such circumstances, paying attention to the factors that influence teacher flourishing has become even more important. One of the main factors reducing flourishing is job stress. The shift in teaching patterns from traditional classrooms to blended and digital environments, increased workload, role ambiguity, and the need for new skills have significantly increased the level of job stress among teachers. On the other hand, readiness for change plays an important mediating role in reducing the negative effects of job stress on flourishing, and personality traits such as extraversion can moderate this relationship, while neuroticism has a lesser moderating role. Extraversion, as a personality trait, is related to the intensity and quantity of the capacity for happiness, interpersonal interaction, and need for stimulation. Whereas introverts, due to their internal nature, tend to naturally have a high level of arousal and are more sensitive to stimulation, extraverts need social interactions with others and other stimulations to increase their level of arousal.Despite widespread recognition of the challenges posed by job stress in the teaching profession, the precise psychological mechanisms through which job stress undermines teachers’ well being remain insufficiently understood, particularly in the context of Iran’s education system. The present study aimed to investigate the impact of job stress on flourishing among teachers, with resistance to change as a mediator and extraversion as a moderator. Specifically, the study sought to answer whether resistance to change explains the transmission of the negative effect of job stress onto flourishing, and whether the personality trait of extraversion can attenuate the strength of this relationship.Design/Methodology/Approach: This research was applied in terms of purpose, descriptive causal in nature, and cross sectional in time. The statistical population comprised all teachers in District 1 of Isfahan, Iran (N = 168). Based on Cochran’s formula, a sample of 117 teachers was selected using simple random sampling. Data were collected using four standard questionnaires: the Job Stress Questionnaire (Hellriegel & Slocum, 1996), the PERMA Flourishing Questionnaire Butler & Kern (2016), the Resistance to Change Scale (Oreg, 2003), and the NEO Extraversion Scale McCrae & Costa (1992). Reliability was confirmed through Cronbach’s alpha and composite reliability (all values > 0.82). Convergent validity was established using average variance extracted (AVE > 0.5), and discriminant validity was confirmed using the Fornell Larcker criterion. Data were analyzed using Structural Equation Modeling with Partial Least Squares (PLS) via SPSS and SmartPLS software. Due to non normal data distribution (Kolmogorov Smirnov test), the PLS method, which is robust against violations of normality, was employed.Findings: The findings revealed that job stress has a positive effect on teachers’ resistance to change, while resistance to change has a negative effect on teachers’ flourishing. Moreover, the results indicated that job stress negatively affects flourishing through the mediating role of resistance to change.Discussion and Conclusion: The findings indicate that job stress reduces teachers’ flourishing through both direct and indirect pathways (via increased resistance to change). The indirect pathway, with full mediation by resistance, is particularly noteworthy: job stress first strengthens resistant attitudes toward change, and these attitudes subsequently block the experience of flourishing components (positive emotions, positive relationships, meaning, achievement, and engagement). This result aligns with the Job Demands Resources model (Bakker & Demerouti, 2023), which posits that chronic job stress depletes psychological resources and activates defensive strategies such as resistance. Furthermore, the moderating role of extraversion shows that this personality trait acts as a “personal resource,” helping teachers maintain higher levels of flourishing even in the presence of resistant attitudes. Extraverted teachers, by leveraging social interactions, optimism, and active feedback seeking, counteract the negative effect of resistance on flourishing. From a practical standpoint, it is recommended that job stress management and psychological empowerment programs for teachers simultaneously focus on reducing resistance to change and strengthening communication and social skills. Establishing psychological support systems, conducting workshops on coping with stress and change, and attending to individual differences in assignments and teamwork can help enhance teacher flourishing. https://jom.hmu.ac.ir/article_735293.html Purpose: The purpose of this research was to understand the phenomenon of political maneuvering conducted by managers in public organizations. This study addresses the increasingly political nature of public-sector institutions in Iran, where pressures arising from political appointments, bureaucratic structures, ambiguous rules, and informal power relations contribute to the intensification of political behavior. Although political maneuvering plays a significant and often disruptive role in management processes, previous studies have mostly focused on general political behavior rather than the deeper and more destructive aspects of maneuvering in public systems. Furthermore, the political dynamics of Iranian Public organizations, with their structural complexities, informal networks, and persistent lobbying, have not received adequate academic attention. By exploring political maneuvering through the perspectives of managers in Kermanshah Province, the study aims to identify the causal conditions that trigger it, the processes that sustain it, the contextual factors that enable it, the intervening conditions that modify its intensity, and the consequences that result from such behaviors. Ultimately, the research seeks to develop a grounded model that explains how political maneuvering emerges and affects organizational life in public institutions.Design/Methodology/Approach: This study uses a qualitative research methodology based on the principles of Grounded Theory, following the systematic coding approach of Strauss and Corbin. The statistical population consisted of managers in public organizations in Kermanshah Province. Through theoretical sampling, 15 semi-structured interviews were conducted until theoretical saturation was reached, which occurred around the twelfth interview and was confirmed with three additional interviews. All interviews were recorded, transcribed, and analyzed using open, axial, and selective coding. Through this process, a total of 35 subcategories were extracted and organized into broader conceptual themes. To ensure the trustworthiness of the findings, the study employed several validation strategies, including participatory validation, peer review, and inter-coder reliability checks. Additional qualitative criteria—credibility, transferability, dependability, confirmability, and auditability—were also considered to reinforce methodological rigor. The final result was the construction of a paradigmatic model that identified the relationships among causal conditions, contextual factors, intervening variables, political strategies, and the consequences of political maneuvering.Findings: The findings revealed that political maneuvering is a multi-layered and evolving process shaped through six major components. The central phenomenon includes coalition networking, forming relationships with influential individuals and power centers, capturing or concealing information, engaging in illegal or non-transparent behavior, developing influence mechanisms, and performing disruptive actions within the organization. The study identified several causal conditions that fuel political maneuvering. These include individual factors such as ambition, need for power, Machiavellian tendencies, self-monitoring, personal helplessness, and fear of losing one’s position. Job-related factors also play a role, including role ambiguity, lack of recognition, unclear responsibilities, weak promotion pathways, and perceptions of increased political behavior in the organization. Organizational factors such as weak structures, unfair resource distribution, ineffective evaluation systems, lobbying, and hidden communications further intensify political maneuvering. Contextual factors that facilitate political maneuvering include weak organizational culture, a hypocritical work environment, rigid rules that limit transparency, political appointments, unequal power distribution, and the dominance of bargaining-oriented thinking. Intervening conditions such as gender dynamics, moral obligations, personality types, organizational silence, personal needs, and pressure tactics shape how political maneuvering occurs. Managers used several strategies, including unmeritocratic appointments, flattery, spying, bold political actions, selective information sharing, and forming informal coalitions to increase influence or weaken opponents. The consequences of political maneuvering were predominantly negative, including reduced innovation, increased sabotage, weakened effectiveness, administrative corruption, heightened conflicts, erosion of trust, and decreased employee morale. These outcomes collectively harm organizational performance and lower the quality of public service delivery.Discussion and Conclusion: The study concludes that political maneuvering is not simply an individual choice but a behavior shaped by organizational weaknesses, political pressures, and cultural norms. The interaction of causal, contextual, and intervening conditions creates an environment where political maneuvering becomes common and normalized. Although some managers may gain short-term benefits, the long-term consequences are harmful. Political maneuvering erodes trust, disrupts cooperation, reduces transparency, undermines meritocracy, and contributes to inefficiency within public organizations. The grounded model developed in this research clarifies how political maneuvering emerges, develops, and affects organizational outcomes. The study highlights the need for transparent appointment systems, objective evaluation mechanisms, ethical leadership development, and cultural reforms to minimize political pressures and reduce destructive behaviors in public-sector organizations.