Working together: Factors affecting the relationship between leadership and job satisfaction in Iranian HR departments

Implementation of human resource management (HRM) practices in Iran has been patchy and unenthusiastic despite them having found to be beneficial Western countries. To investigate this problem, survey data were gathered from 63 private sector organizations Iran, producing 325 usable responses, analysed using structural equation modelling. Our findings unexpectedly show that transactional leadership had a similar impact on balanced organizational culture transformational leadership. Also, no relationship was between team working, or working job satisfaction, which contradicts previous research. We argue that, HR departments culturally generated attitudes towards aspects HRM itself may produce low thus compromise the implementation practices. also since cultural conditions create these anomalies are common other Middle Eastern Southern Asian countries, our results can generalized regions. Based findings, recommendations made for practitioners.