Allameh Tabataba’i University Educational Leadership Research 3115-9427 9 33 2025 03 21 Design and Vlidation of Managers' Specific Competencies Model Design and Vlidation of Managers' Specific Competencies Model 229 258 18370 10.22054/jrlat.2024.78168.1713 FA Alireza Kondorani Ph.D. Student, Assessment and measurement, Allameh Tabatabai University, Tehran, Iran 0009-0001-2170-3923 Jalil Younesi Associate Professor, Assessment and Measurement Department, Faculty of Psychology and Educational Sciences, Allameh Tabatabai University, Tehran, Iran. Enayatollah Zamanpour Assistant Professor, Assessment and Measurement Department, Faculty of Psychology and Educational Sciences, Allameh Tabatabai University, Tehran, IranAllameh Tabataba'i University 0000-0003-3151-7283 Noorali Farrokhi Professor, Assessment and Measurement Department, Faculty of Psychology and Educational Sciences, Allameh Tabatabai University, Tehran, Iran 0000-0002-5941-2750 Ali Moghadamzadeh Associate Professor, Assessment and Measurement Department, Faculty of Psychology and Educational Sciences, University of Tehran, Tehran, Iran. Majid Salimi Ph.D.Assessment and measurement, National Oil Company, Tehran, Iran. Manager of training 0000-0003-4271-985X Journal Article 2024 02 08 <span>Identifying a specific competency model for selecting managers in an organization is a crucial approach to ensuring managerial effectiveness. Given the importance of competencies in selecting efficient managers in the oil industry, this applied study aimed to identify key managerial competencies and to design and validate a competency model for managers of the Iran Oil Terminals Company. The study population consisted of all senior and executive managers of the company in 2023, from which a sample was selected using both random and purposive sampling methods. A mixed-method approach, combining both qualitative and quantitative techniques, was employed for data collection and analysis. The study utilized in-depth behavioral event interviews, expert panels, thematic analysis, job analysis, and Q methodology to determine the specific competencies. The final competency model was structured into three main dimensions: individual competencies, managerial competencies, and organizational competencies, comprising nine core themes and 43 sub-themes. The validation findings confirmed that the proposed competency model effectively distinguishes between high-performing and average managers, demonstrating "concurrent cross-validation." Additionally, the results of "concurrent construct validation" indicated that high-performing managers scored significantly higher on the competency model than their average-performing counterparts. The test-retest reliability of the competency model was estimated at 0.87, while the inter-rater reliability was calculated at 0.83.</span> <span>Identifying a specific competency model for selecting managers in an organization is a crucial approach to ensuring managerial effectiveness. Given the importance of competencies in selecting efficient managers in the oil industry, this applied study aimed to identify key managerial competencies and to design and validate a competency model for managers of the Iran Oil Terminals Company. The study population consisted of all senior and executive managers of the company in 2023, from which a sample was selected using both random and purposive sampling methods. A mixed-method approach, combining both qualitative and quantitative techniques, was employed for data collection and analysis. The study utilized in-depth behavioral event interviews, expert panels, thematic analysis, job analysis, and Q methodology to determine the specific competencies. The final competency model was structured into three main dimensions: individual competencies, managerial competencies, and organizational competencies, comprising nine core themes and 43 sub-themes. The validation findings confirmed that the proposed competency model effectively distinguishes between high-performing and average managers, demonstrating "concurrent cross-validation." Additionally, the results of "concurrent construct validation" indicated that high-performing managers scored significantly higher on the competency model than their average-performing counterparts. The test-retest reliability of the competency model was estimated at 0.87, while the inter-rater reliability was calculated at 0.83.</span> https://jrlat.atu.ac.ir/article_18370_fb1f13df81c7bee04d8a083204858880.pdf