Assessing the Psychological Empowerment of Managers and Their Dimensions in an Elected Military Organization

Background and Aim: Psychological empowerment is a new approach to intrinsic motivation in order to create opportunities for the flourishing of talent, ability and competence of employees and managers. This study was conducted to assess the psychological empowerment of managers and its dimensions in the selected military unit. Methods: This applied research was conducted by the descriptive-analytical method. The statistical population of managers in the military unit was selected by the census method. Data collection was based on the standard psychological questionnaire of Spritzer and Mishra. This questionnaire includes the areas of competency, choice, effectiveness and trust. Mean (standard deviation) was used to describe quantitative variables. Analysis of variance was used to compare the means and Pearson correlation coefficient was used to correlate the quantitative variables. Results: 219 people participated in this study. The mean score was 61.23 ± 8.50. Based on the cut-off point, the important finding of the study was that 62.7% of managers were in good condition and 1.8% were poor. The highest score was in the master's group. The mean score showed a significant difference in terms of education and age. Managers scored the highest and lowest scores in competency (13.80 ± 1.80) and trust (10.90 ± 2.50), respectively. Conclusion: This study showed that the level of empowerment of managers in the selected military unit is good but far from excellent. Therefore, in the staff monitoring plan, it is necessary to measure the level of psychological empowerment of their managers at least every three years and compare the trend of these variables and based on the level of education and age through culture, holding workshops, material and spiritual encouragement, program optimization. The necessary conditions for the promotion of a meaningful dimension and trust in managers should be planned. Also, in appointing managers, attention should be paid to their level of education and experience appropriate to their age.