Presenting a structural model of the effect of strategic leadership and innovative organizational climate on the voice of employees with the mediating role of work ethic maturity in technical and professional universities of West Azerbaijan province

Beikzad, Jafar

doi:10.22034/jmep.2026.529853.1527

Presenting a structural model of the effect of strategic leadership and innovative organizational climate on the voice of employees with the mediating role of work ethic maturity in technical and professional universities of West Azerbaijan province

Document Type : Original Article (Quantified)

Author

Jafar Beikzad

Department of Public Administration, Bon.C., Islamic Azad University, Bonab, Iran

https://doi.org/10.22034/jmep.2026.529853.1527

Abstract

Abstract
The aim of this study is to investigate the modeling of the effect of self-leadership and strategic thinking on organizational legitimacy with the mediating role of adaptability and individual-organization fit. The research method is applicable in terms of its purpose, quantitative in terms of its implementation method, and descriptive-survey in terms of its nature, and of causal type. The statistical population of the study includes 216 employees of the General Directorate of Sports and Youth Organization, of which 139 people were estimated as a statistical sample based on the Cochran formula and selected randomly. Standard questionnaires of self-leadership (Neck and Houghton, 2006), strategic thinking (Lydka, 1998), organizational legitimacy (Elzabek, 1994), adaptability (Denison, 1996), and person-organization fit (Scroggins, 2008) were used to collect data. Structural equation modeling and partial least squares (PLS3) were used to analyze the data. The results showed that self-leadership, with the mediating role of adaptability and person-organization fit, has a significant effect on organizational legitimacy. Also, strategic thinking, with the mediating role of adaptability and person-organization fit, has a significant effect on organizational legitimacy. In line with the research results, it can be concluded that investing in the development of self-leadership skills and enhancing the strategic thinking capacity of employees can provide the basis for improving adaptability and improving the degree of individual fit with the organization, and in this way, significantly increase the perceived legitimacy among employees and stakeholders. This can lead to strengthening internal cohesion, increasing organizational trust, and improving the organization's position in internal and external environments.
Introduction
Organizations that have high legitimacy, while having easier access to vital resources, benefit from broader social support, and appear more resilient to crises and environmental changes (Wu et al., 2023). Legitimacy finds meaning not only in compliance with laws and legal requirements, but also in the moral, cultural, and social perception of the organization's actions and can play a decisive role in the continued existence and effective performance of the organization (Zheng et al., 2023).
Among these, self-leadership, as one of the new individual competencies, plays an important role in promoting organizational legitimacy. Unlike common leadership styles that emphasize symbolic behaviors of leaders and their impact on employees, self-leadership focuses on achieving self-direction and self-motivation using a set of behavioral and cognitive strategies (Liu et al., 2023). Self-leaders use strategies such as personal goal setting, intrinsic reward, self-observation, and challenge seeking, and demonstrate responsible and effective behaviors. Such behaviors not only improve individual performance, but also represent the ethical and professional values of the organization and have a positive impact on stakeholders' perceptions of the organization's credibility and competence (Krampitz et al., 2023). Meanwhile, strategic thinking, as an advanced cognitive competency, represents the ability to understand complex relationships, analyze future-oriented issues, and make decisions in line with the organization's long-term goals. People who have strategic thinking can understand the long-term consequences of decisions and actions, analyze environmental opportunities and threats, and develop appropriate strategies to achieve the organization's macro goals (AlQershi, 2024). In this regard, one of the positive consequences of self-leadership and strategic thinking at the individual level is increased ability to adapt to changing and complex organizational conditions. Adaptability refers to an individual's ability to deal with unstable conditions, organizational changes, and new challenges (Hessari et al., 2025). Adaptable employees can quickly adapt to new technologies, structures, or procedures and use these changes as an opportunity for learning and growth (Nakra & Kashyap, 2023). People who have the ability to self-lead usually have more intrinsic motivation, self-awareness, and self-control, which increase their adaptability in complex situations (Nurimansjah, 2023). On the other hand, today, a large part of the success and competitive advantage of organizations depends on the performance of human resources. With the increasing importance of human resources, managers have become more sensitive in selecting people, and the concept of "individual-organization fit" has become one of the main criteria in recruiting. This fit can have positive consequences for the organization and employees (Bai & Bai, 2024). Therefore, the main question of the present study is: what is the effect of self-leadership and strategic thinking on organizational legitimacy with the mediating role of adaptability and individual-organization fit in the General Directorate of Sports and Youth of East Azerbaijan Province?
Theoretical Framework
Self-leadership
Self-leadership refers to the process of influencing oneself, during which an individual achieves the self-direction and intrinsic motivation necessary to get things done (Liu et al., 2023).
Strategic Thinking
Strategic thinking is the ability to look simultaneously at the past, present, and future to make effective decisions at the macro-organizational level (Valisoltani et al., 2023).
Organizational Legitimacy
Following Max Weber, Parsonez (1951) developed the concept of legitimization and emphasized that organizations must have a legitimate demand for limited resources. In addition, the goals that organizations pursue must be aligned and compatible with the values of the broader social environment in which they operate (Salehi et al., 2024).
Adaptability
Adaptability is one of the key components for individual and organizational success in complex, dynamic, and constantly changing environments (Yen et al., 2023).
Person-organization fit
Person-organization fit is a concept that refers to the degree to which an individual's values, goals, beliefs, attitudes, and personality traits are consistent with the culture, values, and needs of the organization (Mehtap et al., 2024).
Bamiri et al. (2025) in a study examined the relationship between self-leadership and organizational culture with the quality of work life of education employees in Lordegan. The results showed that there is a relationship between self-leadership and the quality of life of education employees in Lordegan, and there is a relationship between organizational culture and the quality of work life of education employees in Lordegan.
Ghoreishi et al. (2025) studied the presentation of a native model of organizational self-leadership with an emphasis on education in non-governmental organizations, using a grounded theory approach, in the Teacher Insurance Company. Based on the results obtained, the native model of organizational self-leadership was calculated. In the output of the model fitting, the CMIN/DF index was obtained as 1.515. The comparative fit indices were more than 90 percent and the economic indices were also calculated as greater than 0.5. The RMSEA index was also 0.043, which is less than 0.05. Therefore, the structural model of the research was confirmed.
Research Methodology
The research method is applicable in terms of its purpose, quantitative in terms of its implementation method, and descriptive-survey in terms of its nature, and of causal type. The statistical population of the research includes 216 employees of the General Directorate of Sports and Youth Organization, of which 139 people were estimated as a statistical sample based on the Cochran formula and selected randomly by stratified sampling. Standard questionnaires of self-leadership (Neck and Houghton, 2006), strategic thinking (Lydka, 1998), organizational legitimacy (Elzabek, 1994), adaptability (Denison, 1996) and person-organization fit (Scroggins, 2008) were used to collect data.
Research findings
Structural equation modeling and partial least squares (PLS3) were used to analyze the data. The results showed that self-leadership, with the mediating role of adaptability and person-organization fit, has a significant effect on organizational legitimacy. Also, strategic thinking, with the mediating role of adaptability and person-organization fit, has a significant effect on organizational legitimacy. In line with the research results, it can be concluded that investing in developing self-leadership skills and enhancing the strategic thinking capacity of employees can provide the basis for improving adaptability and enhancing the degree of individual fit with the organization, and in this way, significantly increase the perceived legitimacy among employees and stakeholders. This can lead to strengthening internal cohesion, increasing organizational trust, and improving the organization's position in internal and external environments.
Conclusion
The present study was conducted with the aim of investigating the modeling of the effect of self-leadership and strategic thinking on organizational legitimacy with the mediating role of adaptability and individual-organization fit. This finding is consistent with the results of Bamiri et al. (2025), Hessari et al. (2025), Aghababaei (2024), Tenschert et al. (2024), Inam et al. (2023), Bagheri et al. (2025), Wuryaningrat et al. (2024), AlQershi (2024), Rasoulzadeh & Roshan Qalb Deylami (2023), Yen et al. (2023), and Bitektine & Song (2023).
Considering the results of the research, it is suggested:
It is suggested that organizations use psychological assessment tools to identify the level of self-leadership and flexibility of employees at the beginning of employment and design workshops with a positive psychology and resilience approach for existing employees. Also, the creation of "intra-organizational learning networks" can help share successful experiences of self-leadership in changing situations, thereby enhancing the adaptability of individuals and ultimately the legitimacy of the organization.
It is suggested that the performance appraisal and human resource development processes be redesigned in a way that benefits from two-way feedback (employees to the organization and vice versa) to promote mutual understanding of shared expectations, values, and priorities.

Keywords

Self-leadership

Strategic Thinking

Organizational Legitimacy

Adaptability

Individual-Organization Fit

Subjects

Human Resource Management

Aghababaei, R. (2024). The effect of self-leadership strategies on the formation of job crafting with the mediating role of leader's empowering behaviors and job independence. Psychological Researches in Management, 10(1), 93-115. doi: 10.22034/jom.2024.2021624.1143. (In Persian).

Aghamohammadi, D., & Bolhassani, K., & Mojaradi, S., & Vakili, A. (2023). The requirements for realizing the strategic thinking of the commanders and managers of the highest levels of the armed forces of the Islamic Republic of Iran. Strategic Defense Studies, 21(93), 169-190. https://sds.sndu.ac.ir/article_2548.html?lang=en. (In Persian).

Akbari, P., & Dehghani Zadeh, M., & FasihMofrad, Z. (2023). The mediating role of success mechanism in work in the influence of positive personality traits on self-leadership with emphasis on the moderating role of active personality.. Management and Educational Perspective, 5(3), 1-24. doi: 10.22034/jmep.2023.387966.1168. (In Persian)

AlQershi, N. (2024). Strategic thinking, strategic planning, strategic innovation and the performance of SMEs: The mediating role of human capital. Management Science and Education Innovations, 1(19), 1003-1012. doi: 10.5267/j.msl.2020.9.042

Alzghoul, A., & Algraibeh, K. M., & Khawaldeh, K., & Khaddam, A. A. (2023). Nexus of strategic thinking, knowledge-oriented leadership, and employee creativity in higher education institutes. International Journal of Professional Business Review: Int. J. Prof. Bus. Rev, 8(4), 1-21. https://dialnet.unirioja.es/servlet/articulo?codigo=8956027

Azimi, H. (2014). Investigating the relationship between personality types (A and B) of employees and organizational adaptability with their need to achieve success in Saderat Bank branches in Rafsanjan city. Master's thesis in public administration, Rafsanjan Azad University. https://ganj.irandoc.ac.ir/. [In Persian]

Bagheri, R., & Niazi, E., & Nikraftar, A. (2025). Investigating The Effect of Transformational Leadership on Innovative Work Behavior in Higher Education of Health System of Iran with mediating Role of Person–Organization Fit and Knowledge Sharing Behavior. Research on Educational Leadership and Management, 9(34), 119-144. doi: 10.22054/jrlat.2025.81812.1782. [In Persian]

Bamiri, Q., & Amiri Shirani, P., & Sharifi Rigi, M., & Mahmoudi Chalbatani, L. (2025). The relationship between self-leadership and organizational culture with the quality of work life of education employees in Lordegan city. Quarterly Journal of Strategic Research in Education, 5(41), 195-203. https://civilica.com/doc/2248272/. [In Persian]

Bashir Banaem, Y. (2011). Investigating the level of strategic thinking of senior managers and its impact on factors creating competitive advantage (resource-based) in Tejarat Bank, Islamic Azad University of Wad Bonab, Master's thesis. https://ganj.irandoc.ac.ir/. (In Persian)

Bitektine, A., & Song, F. (2023). On the role of institutional logics in legitimacy evaluations: The effects of pricing and CSR signals on organizational legitimacy. Journal of Management, 49(3), 1070-1105. https://doi.org/10.1177/01492063211070274

Denison, D. R. (1996). What is the difference between organizational culture and organizational climate? A native's point of view on a decade of paradigm wars. Academy of management review, 21(3), 619-654. https://doi.org/10.5465/amr.1996.9702100310

Elsbach, K.D. (1994). Managing Organizational Legitimacy in the California Cattle Industry: The Construction andEffectiveness of Verbal Accounts. Administrative Science Quarterly, 39(1), 57-88. https://doi.org/10.2307/2393494

Eskandari, M., & Naghsh, B. (2025). Designing, Compiling and Validating Organizational Games based on the Executive Functions of the Brain and Evaluating its Effectiveness on Strategic Thinking and Time Management of Basic Managers of Private Organizations in Tehran. Industrial and Organizational Psychology Studies, 11(2), 101-112. doi: 10.22055/jiops.2024.47361.1421. (In Persian)

Esmaeili, M., & Hosseini Nasab, S. D., & Alivandi Vafa, M. (2025). The Protective Role of Psychological Flexibility and Self-Direction with the Mediation of Mindfulness in Entrance Exam Students' Academic Burnout. Journal of research in instructional methods, 3(1), 73-88. doi: 10.22091/jrim.2025.11686.114. (In Persian)

Grewatsch, S., & Kennedy, S., & Bansal, P. (2023). Tackling wicked problems in strategic management with systems thinking. Strategic Organization, 21(3), 721-732. https://doi.org/10.1177/14761270211038635

Gong, Z., & Gilal, F. G., & Gilal, N. G., & Van Swol, L. M., & Gilal, R. G. (2023). A person-centered perspective in assessing career adaptability: Potential profiles, outcomes, and antecedents. European Management Journal, 41(3), 415-424. https://doi.org/10.1016/j.emj.2022.03.009

Ghoreishi, S., & Abbaspour, A., & Niknami, M., & Taheri, M. (2025). Presenting the indigenous model of organizational self-leadership with an emphasis on training in non-governmental organizations. Management and Educational Perspective, 6(3), 216-238. doi: 10.22034/jmep.2024.454348.1356. (In Persian).

Grüning, D. J., & Krueger, J. I. (2024). Strategic thinking in the shadow of self‐enhancement: Benefits and costs. British Journal of Social Psychology, 63(4), 1725-1742. https://doi.org/10.1111/bjso.12747

Hasanudin, S. F., & Abdullah, N. A. N., & Ibrahim, I. I., & Mahmud, L. (2024). Leadership, Teamwork and Person-Organization Fit as Determinants of Job Satisfaction: A Case Survey among Public Sector Employees. Journal of International Business, Economics and Entrepreneurship, 9(2), 102-112. https://journal.uitm.edu.my/ojs/index.php/jibe

Hessari, H., & Daneshmandi, F., & Busch, P., & Smith, S. (2025). Mitigating cyberloafing through employee adaptability: the roles of temporal leadership, teamwork attitudes and competitive work environment. Asia-Pacific Journal of Business Administration, 17(2), 303-336. https://doi.org/10.1108/APJBA-02-2024-0065

Iqbal, Q., & Piwowar-Sulej, K. (2023). Organizational citizenship behavior for the environment decoded: sustainable leaders, green organizational climate and person-organization fit. Baltic Journal of Management, 18(3), 300-316. https://doi.org/10.1108/BJM-09-2021-0347

Inam, A., & Ho, J. A., & Sheikh, A. A., & Shafqat, M., & Najam, U. (2023). How self leadership enhances normative commitment and work performance by engaging people at work?. Current Psychology, 42(5), 3596-3609. https://doi.org/10.1007/s12144-021-01697-5

Krampitz, J., & Tenschert, J., & Furtner, M., & Simon, J., & Glaser, J. (2023). Effectiveness of online self-leadership training on leaders’ self-leadership skills and recovery experiences. Journal of Workplace Learning, 35(9), 66-85. https://doi.org/10.1108/JWL-10-2022-0125

Kristof‐Brown, A., & Schneider, B., & Su, R. (2023). Person‐organization fit theory and research: Conundrums, conclusions, and calls to action. Personnel psychology, 76(2), 375-412. https://doi.org/10.1111/peps.12581

Liedtka, J. M. (1998). Strategic thinking: can it be taught?. Long range planning, 31(1), 120-129. https://doi.org/10.1016/S0024-6301(97)00098-8

Liu, G., & Peng, H., & Wen, H. (2023). How self-leadership promotes job crafting: Based on the perspective of self-determination theory. Frontiers in psychology, 14(2023), 1-11. https://doi.org/10.3389/fpsyg.2023.1079196

Ma, Y., & Bennett, D., & Chen, S. C. (2023). Perceived organisational support and university students’ career exploration: the mediation role of career adaptability. Higher Education Research & Development, 42(4), 903-919. https://doi.org/10.1080/07294360.2022.2115983

Mehtap, Ö., & Duyar, V. D., & Halis, M. (2024). The impact of social intelligence on engagement and person-organization fit: an analysis of mediation through political skill. Revista Brasileira de Gestão de Negócios, 26(1), 1-24. https://doi.org/10.7819/rbgn.v26i01.4252

Nakra, N., & Kashyap, V. (2023). Linking career adaptability and psychological well-being: a test of moderated mediation model among Indian employees. Journal of Career Development, 50(6), 1139-1154. https://doi.org/10.1177/08948453231157763

Neck, C. P., & Houghton, J. D. (2006). Two decades of self‐leadership theory and research: Past developments, present trends, and future possibilities. Journal of managerial psychology, 21(4), 270-295. https://doi.org/10.1108/02683940610663097

Nurimansjah, R. A. (2023). Dynamics of Human Resource Management: Integrating Technology, Sustainability, and Adaptability in the Modern Organizational Landscape. Golden Ratio of Mapping Idea and Literature Format, 3(2), 120-139. https://doi.org/10.52970/grmilf.v3i2.324

Park, I. J., & Hai, S. (2024). Person-organization fit, person-job fit and organizational commitment among hotel employees: the roles of positive affect and calling. International Journal of Contemporary Hospitality Management, 36(3), 852-872. https://doi.org/10.1108/IJCHM-07-2022-0827

Pourkarimi, J., & Mazari, E., & Khabareh, K., & Farhadi, F. (2016). Explaining the role of academic achievement motivation in the application of self-leadership strategies. Research in Curriculum Planning (Knowledge and Research in Educational Sciences-Curriculum Planning), 13(24 (51)), 107-117. SID. https://sid.ir/paper/516188/fa. (In Persian).

Pursio, K., & Kvist, T., & Kankkunen, P., & Fennimore, L. A. (2025). Self‐leadership and why it matters to nurses: A scoping review. International Nursing Review, 72(1), 1-14. https://doi.org/10.1111/inr.70014

Rahdarpour, J., & Keykhayi, M. R., & Siasar, A., & Atashfaraz, M., & Esmaeili, N., & Vadei, S., & Keykha, O. (2023). The Impact of Human Resource Management and Social Responsibility on Organizational Legitimacy. Dynamic Management and Business Analysis, 2(3), 13-26. doi: 10.61838/dmbaj.2.3.2. (In Persian).

Rahnavard, F., & Masoumi, S., & Hajipour, B. (2023). The Effects of Organizational Communications on Organizational Legitimacy with The Mediating Role of Social Responsibility. JMDP. 36(1), 59-90. doi:10.61186/jmdp.36.1.59. (In Persian).

Rasoulzadeh, B., & Roshan Qalb Deylami, Z. (2023). Investigating the relationship between work ethics and work adaptability among employees; Case study: employees of the building of the General Directorate of the Welfare Organization of Gilan Province. The Second National Conference of Iranian Psychotherapy, University of Mohaghegh Ardabili. https://civilica.com/doc/1751807/. (In Persian)

Reichard, E. A., & Smith, D. J., & Reichard, R. J., & Houghton, J. D. (2025). Advancing the Construct of Self-Leadership: A Bibliometric Review. Journal of Leadership & Organizational Studies, 32(2), 1-12. https://doi.org/10.1177/15480518251316085

Salehi, F., & Arefnezhad, M., & Hasanvand, A., & Hakkak, M. (2024). The impact of innovation strategies and green information system on green innovation with the mediating role of green organizational identity and environmental organizational legitimacy. Journal of Natural Environment, 77(2), 227-239. doi: 10.22059/jne.2024.370688.2637. [In Persian]

Shabeer, S., & Nasir, N., & Rehman, S. (2023). Inclusive leadership and career adaptability: The mediating role of organization-based self-esteem and the moderating role of organizational justice. International Journal of Leadership in Education, 26(3), 496-515. https://doi.org/10.1080/13603124.2020.1787524

Shahul Hameed, N. S., & Salamzadeh, Y., & Abdul Rahim, N. F., & Salamzadeh, A. (2022). The impact of business process reengineering on organizational performance during the coronavirus pandemic: moderating role of strategic thinking. foresight, 24(5), 637-655. https://doi.org/10.1108/FS-02-2021-0036

Siame Asl, M. (2022). Investigating the Relationship between Organizational Legitimacy and Organizational Hypocrisy with Teachers' Organizational Performance. Master's thesis, Islamic Azad University of Ardabil Branch. https://ganj.irandoc.ac.ir/#/articles/dc8737769af1641120fe7128d400090f. (In Persian).

Sinnaiah, T., & Adam, S., & Mahadi, B. (2023). A strategic management process: the role of decision-making style and organisational performance. Journal of Work-Applied Management, 15(1), 37-50. https://doi.org/10.1108/JWAM-10-2022-0074

Soltanizadeh, A., & Nikaeen, Z., & Haji Anzehaie, Z., & Manouchehri, J. (2024). Application of innovation in the relationship between strategic thinking and organizational performance in sports federations. Organizational Behavior Management in Sport Studies, 11(1), 79-90. doi: 10.30473/fmss.2023.67718.2519. (In Persian)

Subramanian, S., & Billsberry, J., & Barrett, M. (2023). A bibliometric analysis of person-organization fit research: significant features and contemporary trends. Management Review Quarterly, 73(4), 1971-1999. https://doi.org/10.1007/s11301-022-00290-9

Tenschert, J., & Furtner, M., & Peters, M. (2024). The effects of self-leadership and mindfulness training on leadership development: a systematic review. Management Review Quarterly, 1(1), 1-52. https://doi.org/10.1007/s11301-024-00448-7

Valisoltani1, A., & Boronak, B., & Valisotani, A. (2023). Investigating the impact of various experiences on the strategic thinking of the headquarters managers of an organization (case study: a military organization in question). Army Strategic Research, 2(6), 147-174. https://www.asrq.ir/article_192428.html?lang=en. [In Persian]

Von Humboldt, S., & Miguel, I., & Valentim, J. P., & Costa, A., & Low, G., & Leal, I. (2023). Is age an issue? Psychosocial differences in perceived older workers’ work (un) adaptability, effectiveness, and workplace age discrimination. Educational Gerontology, 49(8), 687-699. https://doi.org/10.1080/03601277.2022.2156657

Wu, J., & Cai, W., & Song, Y. (2023). Determinants of social enterprise performance: The role of passion, competence, and organizational legitimacy. Nonprofit Management and Leadership, 33(4), 807-834. https://doi.org/10.1002/nml.21553

Wuryaningrat, N. F., & Paulus, A. L., & Rantung, D. I., & Mandagi, D. W. (2024). The relationship of trust, knowledge transfer and the person-job and person-Organization fit as moderating effects. Journal of Indonesian Economy and Business, 39(2), 160-173. https://journal.ugm.ac.id/v3/jieb/article/view/7001

Xu, Q., & Hou, Z., & Zhang, C., & Cui, Y., & Hu, X. (2024). Influences of human, social, and psychological capital on career adaptability: net and configuration effects. Current Psychology, 43(3), 2104-2113. https://doi.org/10.1007/s12144-023-04373-y

Yen, H. C., & Cheng, J. W., & Hsu, C. T., & Yen, K. C. (2023). How career adaptability can enhance career satisfaction: Exploring the mediating role of person–job fit. Journal of Management & Organization, 29(5), 912-929. DOI: https://doi.org/10.1017/jmo.2019.75

Zheng, L. J., & Wang, Y. A., & Lin, H. Y., & Liu, W. (2023). Understanding circular economy adoption by SMEs: A case study on organizational legitimacy and Industry 4.0. Industrial Management & Data Systems, 123(4), 1157-1177. https://doi.org/10.1108/IMDS-04-2022-0266

Zarepour, A., Kiamanesh, A., & Khorshidi, F. (2022). Qualitative analysis of challenges in implementing descriptive evaluation in Iranian primary schools. Journal of Educational Measurement and Evaluation Studies, 12(35), 1-28. (In Persian).

Zimmerman, B. J. (2015). Self-regulated learning: Theories, tools, and challenges, Advances in motivation and achievement , 18 (4), 450-470. https://doi.org/10.1108/S0749-742320150000018014