Management and Educational Perspective

Abstract The aim of the present study is to design a collaborative leadership model in government offices in Kerman. The research population includes 21 managers and experts in the field of collaborative leadership, faculty members, managers and experts in government offices in Kerman, selected based on purposive sampling and using the data saturation technique. The data collection tool is a semi-structured in-depth interview. Thematic analysis method was used to analyze the data. The findings of the thematic network analysis showed that 10 themes (organizers) and 26 basic themes and 86 primary codes are components and categories of collaborative leadership. The themes (organizing) were presented in the form of 10 dimensions, which are: "organizational trust, organizational justice, organizational innovation and creativity, improving commitment and job satisfaction, promoting individual and organizational performance, responsible behavior with employees, emotional and psychological support, positive feedback and individual growth, strengthening group synergy, and administrative transparency." The theory of collaborative leadership is effective in creating and developing leaders' capabilities and pays special attention to social justice and the comprehensiveness of the personality of female leaders in the organization, and through it, basic leadership knowledge in the organization can be developed.
Introduction
A study of the historical history of women's presence at the top level of organization management over recent decades shows that they have always been kept from advancement because they have held positions at lower levels of the organization that have forced them to perform repetitive tasks. Also, they often worked in staff positions and as assistants to line managers and rarely held the responsibilities of line managers (Syafri et al., 2025). Therefore, women have been less involved in line tasks in organizations, and since they have mainly worked in staff jobs, they have not been able to gain much power in organizations and interfere and influence organizational decision-making (Syafri et al., 2025). Thus, they have been assigned fewer high management levels in organizations. However, in order to survive and compete in uncertain environments, today's organizations must have more mature and sustainable human capital by creating growth, development, and equal opportunity for all human capital, including women, regardless of gender, using women's synergistic capacity, and by abandoning the traditional view and negative mentality regarding women's managerial role. This is because if there is a more supportive atmosphere in organizations regarding women's management and their organization at management levels, the level of maturity of employees' capabilities increases (Mokhtari & Rasek, 2024). The collaborative leader increases the level of maturity of employees by considering employees' needs, environmental requirements, pluralistic approaches, delegation, empowerment, multicultural, democratic, and nurturing approaches. Organizations with a collaborative or collaborative leader will have more mature employees, and this is a positive effect of increasing the presence of women at the management level that is worth considering (Ghaderi Sheikhiabadi et al., 2022). The limited opportunities and career fields for women and the difference in the rate of achievement in job positions, especially in high management levels, between women and men with similar education, indicate that our society has not created a suitable space and conditions for the active presence of women and has ignored their motivations, interests, and needs. This can also cause many problems and challenges for both working women and organizations. As a result, not paying attention to the demands and needs of employees, especially female employees in government organizations, can endanger the future of the country (Dabbaghi ​​& Esmaeili, 2024). Therefore, given the newness of the issue of participatory leadership in Iranian society, and also considering the need for women to study and work on the one hand and the importance of paying attention to their needs and motivations to maintain and improve their physical and mental health, and on the other hand, which has a major contribution to the realization of family welfare, childrearing, job efficiency, and societal progress, the present study is considered to be on the list of very important research topics for specialists (Charkhab & Gholamifar, 2024). Also, by presenting a participatory leadership model, a basis for decision-making and judgment about the performance of women working in organizations to occupy managerial positions can be provided and a major step can be taken towards improving the quality level of government organizations in the country. Therefore, in this study, the researcher seeks to answer the question: What is the participatory leadership model in government offices in Kerman city?
Theoretical Framework of
Consolidation Leadership
Consolidation is the infinitive of the word "to consolidate". and means narrowing, coming together, scarcity, and the like (Dehkhoda Vocabulary Book). Among the range of leadership theories and methods derived from them, there is a theory called consolidation leadership theory and consolidation leadership style, the experiences and characteristics of female leaders have been very effective in its formation and growth. Consolidation leadership is one of the new approaches in leadership literature that has received serious attention from researchers since the mid-2010s. This approach emphasizes the ability of the leader in the organization to simultaneously manage organizational conflicts such as control and independence, stability and change, or the intimacy and authority of women's leadership in the organization. Consolidation leadership is one of the new approaches in leadership studies that was first proposed by (Zhang et al., 2015).
Beigi Nasrabadi et al. (2025) conducted a study titled Women’s Leadership in Future Organizations. The results of this study showed that women’s leadership challenges stem from the characteristics of future organizations, such as facing difficult and contradictory expectations. Strategies were also found in two main categories: women’s leadership enabling strategies, such as a supportive structure and culture, and women’s growth strategies, including thinking big and setting big goals.
Ali Emran & Elhony (2025) conducted a study titled The Role of Inclusive Leaders in the Era of Digital Transformation. The results of this study confirmed a positive and strong relationship between the existence of inclusive leadership and the digital transformation process in universities. It also showed that the existence of regulations and laws governing digital transformation, as well as comprehensive strategic plans, will help promote this process and achieve significant successes. This research recommends increasing investment in digital infrastructure and modern technologies, increasing the technical capabilities of higher education institutions, improving the legislative and legal framework, and developing comprehensive strategic plans for digital transformation at the level of higher education institutions.
Research Methodology
The research community includes 21 managers and experts in the field of participatory leadership, faculty members, managers and experts from government departments in Kerman city, who were selected based on purposive sampling using the data saturation technique. The data collection tool is a semi-structured in-depth interview.
Research Findings
Thematic analysis was used to analyze the data. The findings of the thematic network analysis showed that 10 themes (organizers), 26 basic themes, and 86 primary codes are components and categories of participatory leadership. The themes (organizing) were presented in the form of 10 dimensions, which are: "Organizational trust, organizational justice, organizational innovation and creativity, improving commitment and job satisfaction, improving individual and organizational performance, responsible behavior with employees, emotional and psychological support, positive feedback and individual growth, strengthening group synergy, and administrative transparency." The theory of participatory leadership is effective in creating and growing leaders' capabilities and pays special attention to social justice and the comprehensiveness of the personality of female leaders in the organization, and through it, basic leadership knowledge in the organization can be developed.
Conclusion
The present study was conducted with the aim of designing a participatory leadership model in government offices in Kerman city. The results of this finding are consistent with the results of Soheili et al. (2024), Foladi & Fateh Elahi Nargese (2024), and Beigi Nasrabadi et al, (2025). In explaining and justifying this question, it can be said that future research on organizations and leadership has shown that the trends in women's role-playing are moving in a direction where in the future, women will take over the leadership of organizations and society and be introduced as leaders of the 21st century. The course of developments in women's role-playing as leaders in organizations is such that although in the past they were mainly active at the operational levels of organizations, over time they have entered the levels of supervision and middle management. In the future, along with increasing influence at middle levels, we will witness their greater activity and influence at the highest levels of organizations and business leadership, even in developing countries.
According to the results of the research, the following suggestions were made:
According to the results of the research, it is suggested that one of the most important obstacles for women to managerial positions is women's limited access to informal spaces in the organization, and that senior managers of organizations can reduce these limitations by creating new and diverse informal spaces.

Acknowledgments
The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript.
Conflicts of Interest
The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work.
Data Availability Statement
The data supporting the findings of this study are available from the corresponding author upon reasonable request.
AI Use Statement
The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript.
Funding
The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript.
Ethics Approval
All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.

Abstract Abstract The purpose of this research is to provide a model of digital human resources management with a data-based approach. The current research is applicable-developmental in terms of purpose, descriptive in terms of information gathering, and qualitative in terms of the nature of the data. The statistical population of the research includes specialists and experts familiar with digital human resource management topics. Sampling in this research was snowball type. Based on the subject of the desired data; through preliminary studies, semi-structured interviews, collection, and sampling continued until reaching theoretical saturation. The obtained information was analyzed with MAXQDA2020 software. The results showed that the digital human resources management model with the data-based approach includes causal factors (technological, environmental, human, and organizational), background factors (digital platform, management platform, and individual platform), intervening factors (cultural factors and creation of platforms new), strategies (organizational and managerial), and consequences (individual, cultural, and organizational), which is necessary, according to the mentioned model, while paying attention to the multiplicity, to provide the ground for the implementation of the desired situation. Extended abstract Introduction Globalization and the rapid growth of information and communication technology have faced a fundamental change in the process of human resources management; and the role and function of human resources has been marginalized with the colorful presence of information and communication technology, and it is even feared that one day human resource management will be without role-playing. Man should be realized in all fields and organizational dimensions. Planning, organizing, directing and controlling intelligent and digitized human capital and virtual space accelerates and facilitates its processes (Momeni Mehmoui, 2024). The process of digital transformation is one of the new tricks in the field of human resources management, which has recently gained double importance with the spread of the corona virus in our country and among some government organizations and businesses in the field of digital and technology. Due to the fact that the corona situation has brought an unprecedented crisis to the world undergoing digital transformation, millions of people have started to work remotely to prevent the spread of the disease and maintain the continuity of business, and the development of virtual human resources and alternative work strategies helped organizations to adapt to the current challenges and to prepare for future disruptions. Therefore, one should seek to analyze the role of human resources development in the crisis and transition to a new period, so that in case of disruption and change, one can always help one's organizations not only to survive this crisis, but also in a new period of work transformed by technology, progress, and increase their performance (Bennett et al, 2021). Despite the fact that the importance of digital human resources in advancing the goals of the organization has been established, very few studies have been done in this field so far, which indicates the existence of a theoretical and research gap in this subject area. Therefore, it is expected that by presenting a comprehensive model, this research can pave the way for a smooth path during the successful entry and movement of the banking sector and other organizations towards digital transformations. According to what has been said, the gig economy has imposed new requirements in all fields, especially human resource management, on the government sector, among which digitalization can be pointed to, which deserves to be given a suitable transformative response. Therefore, the digital management of human resources can be considered as a requirement for the government sector for a major transformation in the gig economy (Vrontis et al, 2021). For this purpose, this research tries to provide a digital model of human resources management in the banking network of Iran in line with this necessity and specify what features this model should have and how it should be designed and implemented (Malekzadeh & Sadeghi, 2016). In order to achieve this purpose, in the research process using the qualitative method and also having the opinions of experts, an attempt is made to answer the question: how the model of digital human resources management is with the data-based approach and how reliable it is? Theoretical literature Concepts such as "digitalization", "digital transformation" or "digital disruption" are currently discussed among the most prominent researches. In general, such concepts indicate the increasing use of technology and related fundamental changes in many areas of business and society, which is also true (Martins, 2022). Digital human resources management is a way of thinking that continuously provides digital technologies for more productivity of employees and building a better work experience for them (Ghader & Shami Zanjani, 2019). Research background Hosseinpour & HamzeNouripour (2023) in a research titled human resource management without humans, functions of digital transformation, challenges and solutions (a transformational approach to human resource management in the age of information and communication technology), have shown that although modern tools such as analysis big data will overshadow the way human resources are managed, it will not replace the insight of managers. Technology can help fill the gaps in the field of using human resources properly as a competitive advantage in business. Rastgar et al, (2022) in a research with the aim of intelligent human resources management: explaining the requirements and technology-oriented platforms in knowledge-based companies reported that intelligent strategic management has the highest degree of centrality among the variables and after that intelligent leadership has the highest centrality, and regarding the highest degree of output as the most influential variable on the modeling done, we can point to the intelligent strategic management. Research methodology The current research method is data-based analysis. The statistical population of the research includes specialists and experts familiar with digital human resource management topics. The researcher first examined the research topic qualitatively with limited participants and then, based on the qualitative findings, he proceeded to build the desired tool. The technique used in sampling in this research was snowball type. Based on the topic of data and information through preliminary studies, the semi-structured interviews were collected, and sampling continued until reaching the theoretical saturation and sufficiency, and after conducting 15 interviews, the data analysis indicated that no new data was added to the previous data, because high percentage of the data extracted from the last interviews were repetitive; therefore, after conducting 15 interviews and reaching theoretical saturation, the interviews were ended. According to the data-based strategy, a list of concepts and categories was collected and a model related to the topic was compiled in three open, central and selective coding techniques. The full text of the interviews was conducted with MAXQDA software and three experts outside the research were consulted to ensure the transferability of the research findings. Research findings The results showed that the digital human resources management model with the data-based approach includes causal factors (technological, environmental, human and organizational), background factors (digital platform, management platform, and individual platform), intervening factors (cultural factors and creation of platforms new), strategies (organizational and managerial), and consequences (individual, cultural and organizational). Discussion and conclusion The purpose of this research was to present a model of digital human resources management with the data-based approach. The findings of the research showed that the human resource management model includes causal factors (technological, environmental, human and organizational), background factors (digital platform, management platform, individual platform), intervening factors (cultural factors and creation of new platforms), strategies (organizational and management), and consequences (individual, cultural and organizational). These findings are in line with the results of Tijan et al, (2021), (Vallicelli et al, (2018), Vrontis et al, (2021), and Malekzadeh & Sadeghi (2016). Based on the model obtained from the digital human resources management with the data-based approach and its dimensions, the implementation of the digital human resources management depends on the correct understanding of the causal conditions. In the explanation of these results, it can be said that if the causal conditions are not properly identified in an organization and are not paid attention to, all the strategies presented are prescriptive and lose their ability and efficiency over time. In the presented model of the current research; among the causal factors, organizational (clarity of the information structure in the organization) and human (human factors) components have been given more attention in this section. Based on the presented model, background conditions have also been observed along with the causal factors in digital human resources management with the effective data-based approach. Among these factors, components such as the material and spiritual support of the government, the suitability of the society's culture with the individual's culture, and the degree of integration of digital human resources stakeholders have received the attention of the interviewees. In explaining these results, we can mention the impact of the context and environment in which an organization plays a role, which is more important in relation to private sectors. Another dimension in this model is the dimension of consequences based on the opinion of the interviewees in the management of digital human resources with the data-based approach; based on which, cultural consequences (proper training of human resources employees) and organizational consequences (human resources department, in creating and maintaining a positive image of digital systems) has received more attention. In terms of the strategic dimension, the interviewees paid the most attention to organizational strategy (strategic system of communication with clients and individual perspective of human resources management) in digital human resources management with a data-based approach. In this model, this category is of the type of action and solution and does not have the aspect of a process, and from this point of view, paying attention to these factors in the strategy of digital human resources management can be helpful. In terms of the intervening conditions, the interviewees were more focused on creating new (digital) platforms (independence of managers and having new ideas), which can play an effective role in providing a successful model in terms of digital human resources management with the data-based approach. In terms of the central phenomenon, the interviewees focused on the category of digital learning and paid less attention to other assumed components, which are among the factors that should be considered in order not to create a disturbance in the selection of effective solutions for digital human resource management with the data-based approach.