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Interactive Model of High-Involvement Work Practices and Transformational Leadership: The Role of Perceptual Components in Organizational Resistance and Employee Performance
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Kobra Bajelan   , Mohammad Reza Saeedabadi * , Paniz Khanban |
| PhD Graduate in Business (Problem-Oriented and Coaching Track), Industrial Management Organization of Tehran, Iran |
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Abstract: (18 Views) |
| The aim of this study is to investigate the effect of high-involvement work practices on organizational resistance and employee work outcomes through perceptual components, with emphasis on the role of transformational leadership in Bank Mellat branches in Tehran Province. This applied study is descriptive-analytical, conducted with a causal approach and a survey method. The statistical population consisted of managers and experts of Bank Mellat branches in Tehran Province, from among 415 individuals, 199 were selected through simple random sampling. Data were collected using a standard questionnaire, and its validity and reliability were confirmed. Data analysis was performed using SPSS and LISREL software. The findings showed that participatory work practices have a positive and significant effect on employees' perceptions of power, information, rewards, and knowledge sharing, and these perceptions significantly reduce organizational resistance and increase work outcomes, including performance, job satisfaction, mental health, and employee retention. Furthermore, transformational leadership plays an effective moderating role in strengthening the relationship between participatory work practices and employee perceptions. Overall, the findings indicate that high-involvement work practices, particularly alongside transformational leadership, improve employee perceptions, reduce organizational resistance, and increase performance, job satisfaction, and retention, and can serve as an effective strategy for enhancing organizational efficiency and sustainability. |
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| Keywords: Participatory work practices, transformational leadership, perceptual components, organizational resistance. |
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Full-Text [PDF 662 kb]
(8 Downloads)
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Review: Research |
Subject:
Human Resources Management
Received: 2026/11/6 | Accepted: 2026/04/19 | Published: 2026/04/19
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