Journal of Management and Business Solutions

The objective of this study was to explore how middle managers in Brazilian organizations enact their roles as change agents, highlighting the strategies they use, the challenges they face, and the identity negotiations they undertake during organizational transformation. A qualitative grounded theory methodology was employed to generate an empirically grounded conceptual understanding of middle managers’ roles in change processes. Data were collected through semi-structured interviews with 18 middle managers from diverse industries in Brazil, selected purposively to ensure variation in perspectives. Interviews were conducted until theoretical saturation was reached, transcribed verbatim, and analyzed using NVivo 14 software. Analysis followed the grounded theory procedures of open, axial, and selective coding, with constant comparison and memo writing applied throughout the process to ensure analytical rigor and depth. Three overarching categories emerged from the analysis. First, navigating organizational change highlighted challenges such as adapting to structural shifts, communication ambiguities, balancing dual expectations, resource constraints, and informal learning. Second, middle managers as change enablers revealed proactive strategies including building trust, motivating employees, facilitating collaboration, coaching and mentoring, translating strategies into practice, and acting as role models. Third, personal and professional identity in change captured both growth opportunities and strains, encompassing professional development, emotional burden, identity negotiation, resilience-building, and ethical dilemmas. Participant narratives underscored middle managers’ dual role as both implementers and interpreters of change, mediating between organizational demands and human concerns. The study demonstrates that middle managers are central actors in organizational change, operating simultaneously as translators, enablers, and identity negotiators. By illuminating their experiences within the Brazilian context, the findings contribute to a deeper understanding of the relational, structural, and personal dimensions of change leadership. Practical implications highlight the need for organizational support structures that empower and sustain middle managers in fulfilling their critical change-agent roles.

The objective of this study was to explore how leaders build psychological safety within their teams, with a focus on identifying specific leadership practices and strategies that foster trust, openness, and inclusion in organizational contexts. This qualitative study employed a phenomenological design to capture leaders’ lived experiences of fostering psychological safety. Twenty-six leaders from diverse sectors in Kenya—including education, healthcare, financial services, technology, and non-governmental organizations—were selected through purposive sampling. Data were collected using semi-structured interviews, which lasted between 45 and 75 minutes. Recruitment continued until theoretical saturation was achieved. All interviews were audio-recorded, transcribed verbatim, and analyzed thematically with the support of NVivo 14 software. The analysis followed an inductive process of coding, categorization, and theme development to identify recurring patterns and practices. Three overarching themes emerged from the data. First, trust and interpersonal respect were found to be foundational, with leaders highlighting transparency, integrity, respectful communication, and confidentiality as essential for building safety. Second, supportive leadership practices—including encouraging voice, constructive feedback, empathetic support, reframing mistakes as learning opportunities, empowering autonomy, and recognizing contributions—were consistently emphasized. Third, creating open and safe team climates was identified as critical, achieved through open communication channels, inclusive norms, constructive conflict management, collective identity-building, reducing fear of negative consequences, and shared leadership responsibility. Across themes, leaders stressed that psychological safety is an ongoing relational process requiring consistent reinforcement. The findings demonstrate that psychological safety is cultivated through a combination of relational integrity, supportive practices, and intentional climate-building efforts by leaders. This study contributes to the literature by extending psychological safety research into the Kenyan context and offering practical strategies for leaders to foster safety, inclusion, and innovation within their teams.

The purpose of this study was to explore the lived experiences of women in corporate leadership in Armenia, with a focus on identifying gendered challenges and examining the coping strategies employed to navigate these barriers. A qualitative phenomenological design was employed to capture the subjective meanings and professional realities of women leaders. Seventeen participants holding senior or mid-level management positions in corporate organizations across Armenia were recruited through purposive sampling. Data were collected via in-depth semi-structured interviews, each lasting 60–90 minutes, until theoretical saturation was reached. All interviews were audio-recorded, transcribed verbatim, and analyzed using inductive thematic analysis with the assistance of NVivo 14 software. Credibility was ensured through reflexivity, peer debriefing, and maintenance of an audit trail. Three overarching themes emerged from the analysis. First, structural and organizational barriers included the glass ceiling, biased evaluations, pay disparities, and male-dominated cultures that excluded women from decision-making networks. Second, interpersonal and social challenges reflected gender stereotyping, discrimination, microaggressions, and the influence of cultural norms that reinforced traditional gender roles. Third, coping strategies and resilience demonstrated how women leaders responded through building professional networks, developing authentic leadership identities, strategic career management, advocacy, and leveraging digital platforms. Illustrative quotations highlighted both the persistence of systemic barriers and women’s resourceful navigation of these challenges. The findings underscore that women leaders in Armenia’s corporate sector continue to face entrenched gender inequalities at structural, interpersonal, and cultural levels. However, their strategies of resilience and adaptation reveal significant agency and potential for transformative change. These insights call for organizational reforms, mentorship structures, and inclusive policies to dismantle systemic barriers and foster equitable leadership pathways.

This study aimed to explore the lived experiences of servant leadership in multicultural teams, focusing on how servant leadership practices are enacted and perceived within culturally diverse organizational contexts in China. A qualitative research design grounded in phenomenology was employed to capture participants’ lived experiences. Twenty-two participants with at least two years of experience in multicultural teams were recruited through purposive sampling. Semi-structured interviews were conducted in both English and Mandarin, lasting between 45 and 70 minutes, and continued until theoretical saturation was reached. All interviews were audio-recorded, transcribed verbatim, and where necessary, translated into English. Data were analyzed using NVivo 14, following systematic stages of coding and thematic analysis to extract categories and subcategories that captured the essence of servant leadership in multicultural settings. Analysis revealed four overarching themes: (1) empowering team members, encompassing autonomy, skill development, recognition, trust, innovation, and confidence building; (2) cross-cultural sensitivity, characterized by respect for diversity, language accommodation, adaptive leadership, equity, and cultural curiosity; (3) ethical and humble leadership, reflected in transparency, leading by example, humility, prioritization of collective good, and admitting mistakes; and (4) nurturing team relationships, expressed through active listening, emotional support, trust-building, collaboration, conflict resolution, and encouraging feedback. These findings collectively suggest that servant leadership fosters inclusivity, psychological safety, and innovation in multicultural team contexts. The study concludes that servant leadership is a highly effective approach for managing multicultural teams, as it combines empowerment, cultural sensitivity, ethical humility, and relational care to foster trust, unity, and performance. The findings extend servant leadership theory into multicultural settings, demonstrating its adaptability and relevance in diverse global workplaces.

This study aimed to explore employees’ narratives of organizational change, focusing on how transformational leadership is perceived and experienced in shaping communication, engagement, emotional responses, and organizational outcomes. A qualitative research design was employed, using semi-structured interviews with 19 employees from medium and large organizations in Greece. Participants were selected through purposive sampling to ensure diverse perspectives across gender, age, and organizational roles. Interviews, conducted in Greek, lasted between 45 and 75 minutes and were audio-recorded and transcribed verbatim. Data collection continued until theoretical saturation was reached. NVivo 14 software was used to support thematic analysis, which followed an iterative process of open coding, category development, and theme refinement. Analysis of employee narratives revealed four overarching themes: leadership communication, employee engagement, emotional responses to change, and organizational outcomes of leadership. Within communication, clarity of vision, transparency, and consistency were identified as critical for building trust. Engagement was fostered through participation in decision-making, recognition, empowerment, and learning opportunities, although some employees expressed resistance and ambivalence. Emotional responses ranged from anxiety and frustration to optimism and resilience, reflecting the dual nature of organizational change. Finally, participants reported positive organizational outcomes, including improved collaboration, enhanced performance, cultural transformation, retention, trust in leadership, and organizational learning. Narratives emphasized that while transformational leadership facilitated adaptation, inconsistencies or unmet expectations could undermine employee confidence. The findings underscore the central role of transformational leadership in shaping employees’ experiences of change, particularly through transparent communication, empowerment, and emotional support. At the same time, the study highlights the persistence of ambivalence and resistance, suggesting that leadership effectiveness must be understood within cultural and contextual dynamics. These insights contribute to both theory and practice by illustrating how employees’ voices provide critical perspectives for understanding and managing organizational transformation.

The objective of this study was to explore how authentic leadership behaviors influence the development of employee trust within organizational settings in Tehran. A qualitative research design was employed to capture in-depth perspectives on leadership authenticity and trust. Using purposive sampling, 18 participants (10 employees and 8 managers) from various organizations in Tehran were recruited. Semi-structured interviews were conducted, lasting between 45 and 75 minutes, focusing on themes such as transparency, ethical conduct, communication, and trust formation. Data collection continued until theoretical saturation was achieved. Interviews were transcribed verbatim and analyzed through thematic analysis using NVivo version 14. Credibility was enhanced through constant comparison, iterative coding, and validation of themes across the dataset. Four overarching themes were identified: (1) Authentic leadership behaviors, characterized by transparency, ethical conduct, relational authenticity, self-awareness, and balanced decision-making; (2) Employee trust formation, built on reliability, psychological safety, open communication, shared vision, consistency, and perceived support; (3) Outcomes of authentic leadership, including job satisfaction, organizational commitment, team cohesion, improved performance, and reduced turnover intention; and (4) Challenges in practicing authenticity, such as cultural barriers, bureaucratic constraints, personal limitations of leaders, employee misinterpretations, and external pressures. Participant quotations revealed that authentic leadership was perceived as a key driver of trust but its practice was often constrained by cultural and organizational contexts. This study demonstrates that authentic leadership plays a central role in cultivating employee trust, leading to positive organizational outcomes such as commitment, cohesion, and satisfaction. However, cultural expectations and structural limitations can complicate its practice. The findings underscore the need for leadership development programs that foster authenticity while accounting for contextual barriers.

This study aims to identify and explore the key causes of organizational resistance to digital transformation, focusing on cultural, structural, and leadership-related barriers in the context of Iranian organizations. A qualitative research design was employed using semi-structured interviews with 21 participants from various public and private sector organizations in Tehran. Participants were selected through purposive sampling to ensure firsthand experience with digital transformation processes. Data collection continued until theoretical saturation was achieved. All interviews were transcribed verbatim and analyzed using thematic analysis with the support of NVivo software, allowing for systematic coding and identification of core themes and subthemes. The analysis revealed three major categories of resistance: (1) Cultural and psychological barriers, including fear of job displacement, change fatigue, and resistance to learning new skills; (2) Structural and operational challenges, such as inadequate infrastructure, poor communication, and lack of strategic clarity; and (3) Leadership and governance issues, including passive leadership, vision misalignment, and bureaucratic rigidity. Participants highlighted that resistance often emerged not from hostility but from uncertainty, lack of trust, and perceived loss of autonomy. The findings were consistent with and extended previous studies by contextualizing resistance in a developing country setting. Organizational resistance to digital transformation is multifaceted and deeply rooted in both human and systemic factors. Successful digital transformation requires more than technological investment—it demands inclusive leadership, cultural alignment, structural readiness, and transparent communication. By addressing the psychological, operational, and strategic dimensions of resistance, organizations can build more resilient and adaptive transformation frameworks.

This study aims to explore and identify the key strategies employed to manage organizational change in public sector organizations, focusing on the contextual practices within Iranian governmental institutions. This qualitative research utilized semi-structured interviews with 18 participants from various public sector organizations in Tehran, selected through purposive sampling. The participants included senior managers, mid-level administrators, and organizational development officers who had direct involvement in change management initiatives. Data were collected until theoretical saturation was achieved and analyzed using thematic analysis facilitated by NVivo software. Themes and subthemes were generated through iterative coding, comparison, and interpretation to capture the strategies, challenges, and mechanisms used in managing change processes. The analysis revealed three major themes: (1) Strategic Planning and Leadership, including vision alignment, leadership communication, resource allocation, and policy integration; (2) Human Resource and Cultural Readiness, encompassing employee empowerment, training, motivation, trust, and resistance management; and (3) Operational and Systemic Alignment, involving process reengineering, performance monitoring, technology integration, and stakeholder engagement. Participants emphasized the importance of clear communication, cross-functional coordination, and cultivating internal change champions. Cultural inertia, bureaucratic rigidity, and limited resources were cited as key obstacles. Strategies that integrated leadership support with employee involvement and systemic adjustments were viewed as most effective. Managing change in public sector organizations requires a multidimensional approach that combines strategic leadership, human-centered practices, and systemic coordination. Empowering employees, aligning vision with action, and embedding feedback mechanisms are essential for sustaining organizational transformation. These findings provide actionable insights for policymakers and practitioners seeking to implement effective change strategies in complex governmental settings.