ارائه الگوی شایستگیهای روانشناختی مدیران جهت انتخاب در سازمان تأمین اجتماعی.

Background: The selection of managers with appropriate psychological competencies is crucial for organizations like social security organizations, which have profound and far-reaching effects on society. However, the lack of a specific competency model in this field underscores the need for a study to bridge the gap between theory and practice, enabling more effective evaluation and selection of managers. A review of the literature in this field has not found such a model. Aims: The research was conducted with the aim of presenting a model of psychological competencies for managers to be selected in the social security organization. Methods: In terms of the purpose, the research is an applied-developmental research, and in terms of the data collection method, it is a survey-cross-sectional research. Sampling was done in a targeted way and theoretical saturation was achieved with 13 people. The statistical population of the quantitative part was estimated to be 165 people using Cochran's formula. The underlying categories of the research were identified using the foundation's qualitative data analysis method, and the final model was validated using the partial least squares method. Qualitative data analysis was done with Maxqda software and quantitative part was done with Smart PLS. Results: In the open coding phase, 227 codes were identified. The data were categorized into 6 main categories and 10 subcategories, including manager’s self-efficacy, manager’s attitudes, manager’s perceptions, adaptability, manager’s personality, the culture of competency cultivation, psychological competencies of managers, organizational meritocracy, manager selection and appointment, organizational competence and personal development, and professional ethics. Out of all the indicators obtained from the qualitative analysis of the interviews, 58 were used to present a model of psychological competencies for manager selection. Conclusion: Adopting meritocratic strategies and organizational psychological approaches not only leads to the selection of more competent managers but also represents a significant step toward providing opportunities for personal development and promoting professional ethics. These results draw a roadmap for organizations such as the Social Security Organization looking to improve their manager selection processes and strive to implement the highest performance and ethical conduct standards. [ABSTRACT FROM AUTHOR]