The Proactive Model of Managers of Iranian Development Banks: A Qualitative Study

Nowadays, a wave of changes is directed towards organization and gaining the necessary skills to deal with this accelerating element is inevitable. At this point in time, preparing managers to deal with current change is the focus of organizational development discussions. Accordingly, in this study, the proactive model of development bank managers is presented.

The present study is fundamental from the point of view of purpose and is is descriptive-exploratory in terms of research strategy, which has been done with a qualitative approach. Field method was used to collect data and in particular semi-structured interview tools have been used to collect data. Participants were selected by purposeful judgment and the intrviews continued until the theoretical saturation stage was reached. Also, research data were analyzed using the grounded theory approach in three stages: open, axial and selective.

Based on the analysis of research data, 119 open codes were identified, which were combined into 42 subcategories and 15 main categories, which were finally located in 6 main categories consisting of causal conditions, central phenomenon, background condition, intervening conditions, strategies and consequences.

Deepening, reflecting on and respecting the concepts of self-innovation, futurism and changeism while focusing on psychological development and the development of employee job involvement can strengthen and promote proactive behaviors in development banks.