Explaining the role of resonant leadership on the components of managers' self-efficacy and employee's collective self-efficacy in knowledge-based organizations: qualitative research

resonant leadership refers to the existence of leaders with high emotional intelligence who, by creating a sense of optimism, empathy and compassion with people, inspiring and creating a positive resonance in the organization, while strengthening the morale of the employees, lead to the improvement of individual and group capabilities in the organization. In the current research, the role of this leadership style on the self-efficacy of people as one of the most important structures of positive organizational behavior and self-influence mechanisms was investigated and explained. In this qualitative research, using the strategy of Grounded Theory, and based on the three-step process of theoretical coding, and also using the data from 21 in-depth interviews with managers of selected knowledge-based companies and university professors, a conceptual model of the role of resonant leadership on the self-efficacy of managers and employee's collective self-efficacy in knowledge-based organizations was presented. Also, the dimensions and components of the manager's self-efficacy were identified as the central category, the factors affecting it, and the organizational consequences of people's self-efficacy. Finally, while presenting a comprehensive model, 7 main hypotheses and 13 sub-hypotheses were extracted from the relationships between research variables.