The Impact of Leadership Development Practices on Organizational Performance Mediated by Human and Social Capital in Social Security Organization (A Case Study of Golestan Province)

Surveying the impact of leadership development practices on organizational performance considering the intervening role of human capital and social capital in the context of Social Security General Directorate in Golestan province.

The method of this study was descriptive-correlational and in terms of data collection. The statistical population includes all employees of insurance branches in Golestan province in the year 2019, with a sample of 248 people, using the simple random sampling method which was determined through Morgan table. The standard questionnaire was used for data collection. Descriptive and inferential statistics were used for data analysis. Structural equation modeling (SEM) method and Lisrel software were used as the mediator variable.

Distinctive leadership development measures have not had a positive and significant effect on social capital and human capital, but Integrated leadership development measures have had a positive and significant impact on human and social capital. The relationship between social capital and organizational performance was not confirmed, but this relationship between human capital and organizational performance was confirmed. Finally, social and human capital did not mediate between leadership development measures and organizational performance.

The process of leadership development leads to the promotion and improvement of leadership quality and its capabilities in the individual and collective dimensions of leadership development. In fact, the leadership development program provides the basis for the excellence and productivity of the organization. However, leadership development is a long-term process which may implemented through different educational methods such as succession programs, interactive group training, development centers, and workshops.