Management and Development Process

Objective:
This study aims to provide a deep understanding of the consequences of silent waiting for political leadership transitions in the governorates of western Iran, including Ilam, Kermanshah, Lorestan, Kurdistan, and Hamedan.

Methodology:
A qualitative approach was employed, using descriptive phenomenology based on Colaizzi’s method. Data were collected from 11 participants through face-to-face interviews, audio recordings, and written texts, and analyzed accordingly.

Findings:
The experience of silent waiting revealed nine themes and 22 semantic clusters, illustrating a dual-natured phenomenon. On the negative side, silent waiting leads to behavioral regression, legitimization of political shortcuts, distortions in human resource management, and political and social immaturity within society. Conversely, on the positive side, organizational identity transforms positively, the organizational climate is protected from deterioration, individual action and reaction patterns remain stable, mental expectations become reality, and the capacity for soft power is enhanced.

Contribution:
This study highlights an important yet underexplored aspect of organizational behavior in Iran’s administrative system by shedding light on the consequences of silent waiting in political management.

Implications:
To retain competent political managers, the Ministry of Interior should foster environments that support self-expression, psychological safety, and equal promotion opportunities, preventing the forced or voluntary exit of capable individuals from the political leadership pipeline.