Identifying Leadership Indicators for Confronting Anomie in Organizations

Document Type : Original Article

Authors

1 Department of Human Resource Management, Faculty of Management, Kharazmi University, Tehran, Iran. (Corresponding author)

2 Department of Human Resource Management, Faculty of Management, Kharazmi University, Tehran, Iran

3 Department of Organizational Behavior Management, Faculty of Management, Kharazmi University, Tehran, Iran

4 Organizational Behavior Management, Faculty of Managemant, Kharazmi university, Tehran, Iran

Abstract

Organizations, as social entities, are inherently vulnerable to normlessness, disorder, and turbulence—conditions referred to in the theoretical literature as organizational anomie. This phenomenon represents a state in which behavioral rules and norms are violated, or the organization loses its effectiveness during periods of rapid change, resulting in various deviant outcomes. Considering the undeniable role of leadership in the creation, control, and management of organizational anomie, and the theoretical gap concerning leadership approaches to address this phenomenon, this study aimed to Identifying Leadership Indicators for Confronting Anomie in Organizations. This research employed a mixed-methods approach. The qualitative phase utilized a case study methodology, collecting data through semi-structured interviews with 15 middle and senior managers from the central departments of Bank Sepah possessing experience with organizational anomie, using purposive sampling. The collected data were then analyzed. In the quantitative phase, the statistical population consisted of 250 executive managers of Bank Sepah. Using Cochran’s formula, a sample of 152 individuals was selected. Data were gathered through a researcher-developed questionnaire and analyzed using structural equation modeling (SmartPLS). The findings revealed that the leadership model for confronting organizational anomie in Bank Sepah comprises six main dimensions: meaning-making and goal reconstruction, development of social and cultural cohesion, norm-generating and ethical leadership, psychological empowerment and resilience, reflexivity and ethical learning, and regeneration of institutional legitimacy and trust.

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References

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History

  • Receive Date: 02 October 2025
  • Revise Date: 07 December 2025
  • Accept Date: 29 January 2026
  • First Publish Date: 21 March 2026
  • Publish Date: 21 March 2026

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