Document Type : Original Article
Authors
1 Ph.D. Candidate of Public Administration, Department of Management, Faculty of Economics & Administrative Sciences, Ferdowsi University of Mashhad, Mashhad, Iran.
2 Prof, Department of Management, Faculty of Economics & Administrative Sciences, Ferdowsi University of Mashhad, Mashhad, Iran.
3 Associate Prof, Department of Management, Faculty of Economics & Administrative Sciences, Ferdowsi University of Mashhad, Mashhad, Iran.
Abstract
This study was conducted with the aim of identifying the components of charlatan behavior and investigating the effect of authentic leadership with the moderating role of moral identity on it in government organizations of South Khorasan province. The research philosophy is pragmatism and its approach is exploratory mixed method. The strategy of the qualitative part is phenomenology, which is based on the lived experience of 16 government employees who were selected purposefully. The data were analyzed using MAXQDA software and Colaizzi's method. Based on the results of this section, the primary model of charlatan behavior in the organization was extracted in the form of four components, fifteen sub-components and a total of thirty-four main themes. In the quantitative part, a questionnaire was prepared based on the initial model. After confirming its validity and reliability, it was distributed to 612 government employees who were selected through stratified sampling. Structural equation method and Amos software were used to analyze the data of this section and perform confirmatory factor analysis. Based on the results, all 34 main themes of charlatan behavior were confirmed. The comparative fit index for the research model was estimated 0.983, which showed the good fit of the model. The results showed that authentic leadership has a negative and significant effect on charlatan behavior. Employees' moral identity also moderates the effect of authentic leadership on charlatan behavior. Considering its context-oriented nature, this research led to identifying new angles for charlatan behavior in the public sector.
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