The Effect of Job Satisfaction on Employee Productivity by Mediating Organizational Culture

The present study studies the behavior of individuals who have achieved leadership roles within their working group and in this case examines their chosen strategy and playing both the role of friendship and leadership. Examining the behavior of these leaders among people who have had such experiences over a period of time shows that they experience a variety of psychological conflicts, vulnerability to exploitation, and fear. The use of force against friends are two types of conflicts that have been pointed out by various experts and have been confirmed in this study; The results of the study identified four types of behavioral strategies; Maintaining job responsibility, ending friendship, separating friendship from leadership, overlapping plans, or using friendship for leadership. The results of combining the literature of the subject and the interview show that the type of conflict and the identity of the leader leads to the choice of strategy. The present study is qualitative and applied in terms of purpose. The study population includes all supervisors and employees who have experienced this in some way over a period of time. Sampling was done in a purposeful manner and semi-structured interviews were used to collect data. Finally, in order to achieve theoretical saturation, 17 people were interviewed. To analyze the data, contextual analysis was used to analyze the textual data.