Challenges of Managerial Style for the Development of SAIPA Automotive Industry: Exploring Mental Patterns Regarding non-Delegation

Environmental changes and increasing global competition have increased the importance of the issue of delegation of authority. The current generation of organizations seeks more effectiveness through of delegation of authority because it affects job satisfaction, employee leadership, employee performance, human resource productivity and various other areas of the organization, but still in the organization have not been implemented properly and in this regard organizations have faced the phenomenon of non-delegation. The main purpose of this study is to explore Mental Patterns in light of non-delegation of authority. In this regard, in this study, the research literature has been studied in order to define the mental patterns of the reasons for not delegating authority of managers with the application of Q methodology. Applying the non-delegation typology to the design field of an organization can enhance the current understanding of this typology. Finally, based on the research findings, practical suggestions are provided for five mental patterns (power-seeker managers, monopolistic or octopus managers, passivist managers, negativist managers, and infrastructuralist managers).