Explaining the Model of Behavioral Drivers of Transformational Leadership in Enhancing Urban Management Efficiency: A Case Study of Tehran Municipality

Articles in Press

Document Type : Science - Research

Authors

1 Department of Management, , Ro.C. Islamic Azad University,Roudehen,Iran.

2 Assistant Professor, Department of Management, Payam Noor University, Tehran, Iran

3 Department Of public Managemenet, Ro.C. Islamic Azad University, Roudehen, Iran

10.30473/grup.2026.78500.3000

Abstract

Introduction
In complex urban management systems, improving organizational efficiency depends on leadership styles that go beyond hierarchical structures and focus on behavioral and human drivers. As a large-scale service organization, the Tehran Municipality requires a shift from traditional models toward transformational leadership. The main objective of this study is to explain and present a model of the behavioral drivers of transformational leadership that can strengthen organizational interactions and provide the basis for improving urban management efficiency.
Methodology
This study is applied in terms of purpose and mixed-method in terms of methodology. In the quantitative phase, Structural Equation Modeling (PLS-SEM) was used to assess the relationships among variables and evaluate model fit. In the qualitative phase, Interpretive Structural Modeling (ISM) was employed to explain the hierarchical nature of the drivers and identify their levels of influence. The required data were collected through standard questionnaires and expert judgment among managers and employees of the Tehran Municipality. The final model of the study demonstrated acceptable validity and goodness of fit, with a GOF index of 0.530.
Findings
The results of the data analysis show that the variables “ethical and spiritual role modeling” and “collaboration and deliberation” are located at the foundational level of the model, indicating the priority of these components in the hierarchical structure of leadership. In the structural equation model, the path from “employee empowerment” to “interaction and communication” had the strongest standardized coefficient, at 0.782. The findings also indicate that “inspiration and influence,” as the strategic output of transformational leadership,

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Main Subjects

Journal of Urban Ecology Researches

Articles in Press, Accepted Manuscript
Available Online from 03 August 2026

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History

  • Receive Date: 17 April 2026
  • Revise Date: 25 May 2026
  • Accept Date: 29 July 2026

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