Organizational Flattery in Public Sector

One of the important challenges of public sector managers is the ability to manage destructive behaviors such as organizational flattery that can negatively influence attitudes and perceptions of human resources. The present study is conducted to understand the phenomenon of organizational flattery. The research methodology is qualitative and based on the grounded theory. The sampling was conducted using theoretical sampling and using purposive and snowball sampling techniques. Based on this, 20 interviews were conducted with the experts of public sector organizations. Analysis of the data obtained from the interviews during the open, axial and selective coding process, resulted in a formal organizational pattern based on the grounded theory in six areas: (1) casual conditions (profitable and low level of skills and abilities of manpower), (2) main phenomenon (Organizational flattery), (3) interventional conditions (leadership style and personality traits), (4) context (organizational culture and organizational structure), (5) main strategies (lack of transparency in organizational processes and weaknesses in meritocracy) and (6) Main Outcome (Social Capital weakness and Increased Negative Behavior in the Organization).