The behavior of frontline managers, as a fundamental component of operational governance, plays a key role in decision-making, policy implementation, organizational coordination, and accountability, helping translate organizational policies and decisions into effective operational actions.
This study aimed to develop a model of frontline managers’ behavior in operational governance. In terms of purpose, the research is applied, and methodologically, it is qualitative and based on grounded theory using the Strauss and Corbin approach.
Data were collected through semi-structured interviews with 15 experts and managers experienced in management, governance, and organizational operations, and analyzed through open, axial, and selective coding.
The findings showed that frontline managers’ behavior in operational governance is influenced by causal, contextual, and intervening conditions and, through strategies such as professional judgment, accountability and transparency, situational decision-making, stakeholder engagement, and conflict management, contributes to effective operational governance.
Factors including value orientation and commitment to the public interest, organizational commitment and responsibility, fairness, managerial communication, employee empowerment, decision-making and problem-solving competencies, a culture of trust and transparency, structural flexibility, and delegation of authority were identified as influential in shaping these behaviors.
Implementing these strategies leads to timely policy implementation, achievement of objectives, greater accountability and responsibility, improved productivity and process efficiency, fewer errors, and reduced resource waste, while also supporting more consistent and effective execution of organizational decisions across different operational contexts and levels.
The proposed model can serve as a practical framework for strengthening frontline managers’ behavior and enhancing operational governance, and may be used by managers and policymakers.