Presenting the Pattern of Mentoring Behavior of Iranian Sports Managers: As a strategic behavior

The purpose of this study is to introduce and present a model of strategic behavior called mentoring behavior of sports managers.

The present research method has been done using a constructivist approach in the data theory of the Charms Foundation (2006). Data collection and analysis were performed consciously and simultaneously and logical purposeful sampling method with snowball sampling technique was used for in-depth interviews and the interviews continued until theoretical saturation. For this study, 26 interviews were conducted with individuals with experience in the field of sports management individually. Data analysis method was a four-step process of free, centralized, pivotal and theoretically constructive coding.

In the initial coding stage of the interviews, about 115 sentences were implemented. About 80 initial codes were identified and marked by the researcher in the first stage. In the next step, the initial codes of the previous step were transformed into 25 basic concepts and 5 categories. In centralized coding, finally, five behavioral characteristics were classified with titles, conformist behavior, perfectionist behavior, self-directed behavior, role-oriented behavior, and effective behavior, so that each of these behaviors includes other concepts.

Due to the different types of leadership styles and personality types and due to the presence of knowledge and skills in sports managers, a knot is expected regarding solving problems inside and outside the organization and unique decisions by managers due to masterful behavior. In general, the results showed that mentoring is the relationship between the mentor and the disciple, which is a direct and long-term relationship between an experienced and knowledgeable person and a newcomer in order to nurture the professional and professional development of the disciple. According to the results of the research, the guiding behavior of managers in sports organizations for all levels of management is considered and emphasized. This is especially important for new middle managers and operations managers when they are first hired for such an organizational position. It is also hoped that the managers of other organizations will use the characteristics of mentoring behavior and use the research results to develop human resources and managers. The findings of this study introduce the characteristics and behaviors of mentors in the form of five behaviors including compliance behavior, perfectionist behavior, self-directed behavior, role-oriented behavior and effective behavior. First, masterful behavior emphasizes the need to pay attention to others, preferring the interests of others to one's own interests, which includes empathy, altruism, willingness to serve and forgiveness, humility and friendship. Second, perfectionist behavior, which is based on the individual's enduring desire to set complete and achievable criteria that constructively highlights the behaviors of sports managers that emphasize the concepts of criticism, futurism, spiritual attitude, justice and confidence-building power. Is included. The third behavior is self-directed behavior, which emphasizes the manager-centered behaviors that are related to employees and includes responsibility, positivity, honesty in information and comprehensiveness. Role-oriented behavior that focuses on the need for managers in the career path of employees, which emphasizes role modeling, role mastery, information scaffolding, guidance, desire for the ideal of career advancement, desire for team building. Effective behavior emphasizes behaviors that are used to persuade and influence others, including encouraging curiosity about teach ability, competitiveness, ideation, and communicative attractiveness for influence. Due to the different types of leadership styles and personality types and due to the presence of knowledge and skills in sports managers, a knot is expected to solve problems inside and outside the organization and unique decisions by managers due to the guidance behavior. They open. Overall, the research findings on the proposed model open a new horizon for understanding and drawing the behavioral pattern of managers in a sports organization that can contribute to the development of knowledge retention and organizational memory and the development of knowledge boundaries in organizational behavior. Therefore, achieving the model of managerial behavior of managers opens new doors in the literature of organizational behavior that can be the source of future studies of thinkers and researchers.