خودبینی رهبران بر انسداد سازمانی با تکانه و سکون سازمانی

Introduction
In many organizations in Iran, especially in the public sector, managers and leaders of organizations tend to remain in power and leadership for years, and this is a major disease in the Iranian administrative system. And managers deal with subordinates with a top-down, firm focus approach. This has had dire consequences, including malfunctioning, depression, immorality, layoffs, and overall decline in organizational performance. This can also be seen in government offices and organizations in Ardabil. Hubris sets the stage for the closure of organizations, in which the individual sees the organization as an obstacle to achieving his individual and organizational goals, and individual and organizational performance is reduced. Meanwhile, the organizational trauma that is caused by the creation of bad psychological conditions and also the inertia of the organization, which leads to the conditions of non-change in the organization, has provided more grounds for organizational blockage in many government organizations. Accordingly, the purpose of this study was to monitor the effect of Hubris Leaders on organizational obstruction; Explain the mediating role of organizational trauma and organizational inertia in government organizations in Ardabil.
Methodology
To analyze and measure the model of this research, data analysis by structural equation modeling has been used. Structural equation modeling is a statistical model for examining linear relationships between latent (unobserved) and explicit (observed) variables. In other words, structural equation modeling is a powerful statistical technique that combines a measurement model (confirmatory factor analysis) and a structural model (regression or path analysis) with a simultaneous statistical test. Through these techniques, researchers can reject hypothetical structures (models) or confirm their conformity with data. The software used in this research for this analysis is SMART-PLS. In SMART-PLS software, the value of t indicates the significance of the effect of variables. The data obtained show the analysis of research hypotheses. And it can be stated that: Hubris leadership on organizational inertia with coefficient of path 0.77 and the value of t 42.89, Hubris leadership on organizational trauma with path coefficient 0.42 and value t44.7, Hubris leadership on organizational obstruction with coefficient T Path 0.32 and value t 8.35, organizational inertia on organizational obstruction with path coefficient 0.37 and value t 57.5, organizational trauma on organizational obstruction with path coefficient 0.26 and value t 04.04 have a positive and significant effect has it. Therefore, all relationships between research variables are confirmed. Accordingly, Hubris Leadership had the most impact on organizational inertia with a path coefficient of 0.77, and organizational trauma had the least impact on organizational obstruction with a path coefficient of 0.26. Also, the GOF index of this model is 0.44, which indicates the overall desirability of the model.
Results and Discussion
To analyze and measure the model of this research, data analysis by structural equation modeling has been used. Structural equation modeling is a statistical model for examining linear relationships between latent (unobserved) and explicit (observed) variables. In other words, structural equation modeling is a powerful statistical technique that combines a measurement model (confirmatory factor analysis) and a structural model (regression or path analysis) with a simultaneous statistical test. Through these techniques, researchers can reject hypothetical structures (models) or confirm their conformity with data. The software used in this research for this analysis is SMART-PLS. In SMART-PLS software, the value of t indicates the significance of the effect of variables. The data obtained show the analysis of research hypotheses. And it can be stated that: Hubris leadership on organizational inertia with coefficient of path 0.77 and the value of t 42.89, Hubris leadership on organizational trauma with path coefficient 0.42 and value t44.7, Hubris leadership on organizational obstruction with coefficient T Path 0.32 and value t 8.35, organizational inertia on organizational obstruction with path coefficient 0.37 and value t 57.5, organizational trauma on organizational obstruction with path coefficient 0.26 and value t 04.04 have a positive and significant effect has it. Therefore, all relationships between research variables are confirmed. Accordingly, Hubris Leadership had the most impact on organizational inertia with a path coefficient of 0.77, and organizational trauma had the least impact on organizational obstruction with a path coefficient of 0.26. Also, the GOF index of this model is 0.44, which indicates the overall desirability of the model.
Conclusion
It can be said that Hubris Leadership, due to its high durability among managers and organizational leaders, paves the way for creating a stagnation and lack of optimal organizational performance, as well as the lack of proper morale among employees in performing assigned tasks and Organizational growth and excellence. In the meantime, taking advantage of organizational trauma and having a disproportionate spirit and mentality has also increased the occurrence of organizational obstruction, and on the other hand, lack of flexibility and creating conditions for change and change in the organization also creates inappropriate mood in It has increased among the employees and has provided the ground for the occurrence of more organizational obstruction. In fact, the administrative system is without a doubt the most important political system of any country, so that any progress and development of society depends on the healthy and consistent functioning of this system. One of the criticisms leveled at the country's administrative system is the incompatibility of these organizations with environmental changes and the use of young management to reduce the leadership hegemony. In organizational policies and policies in the public sector, it is observed that the reuse of knowledge and old people to solve new problems has become a law or principle. That is why in the public sector, phenomena will remain static, monotonous, and without creativity and innovation until it is no longer possible to continue this situation or to be changed by external forces. This incompatibility is rooted in organizational stagnation or inactivity, or in other words, organizational inertia, which has provided the ground for organizational trauma and creating bad psychological conditions. Government organizations in Iran are always criticized for using very repetitive and outdated methods and procedures in doing the relevant work and are stagnant and immobile, and all of the above از Created an organizational blockage.