Since one of the most wonderful processes, which is taking place in modern organizations, is empowering or power partnership, hence, the labels of this process are participatory management, participatory decision making, and devolution. Giving it different names does not bring about any changes in its pervasive nature that is a sort of power decentralization. Thus, the present study aims at investigating power relations’ moderation paradigm in Iran’s governmental organizations. The study adopts three different approaches to the issue, namely interview, Delphi and survey. The study population includes the university professors, experts and formal and contracted employees of Iran’s governmental organizations. The sampling methods are purposive, fuzzy-based and random, respectively. To perform statistical analysis LISREL, AMUS and SPSS software packages are used. The study findings indicate that cultural factors amongst the six aspects of power relations’ moderation (job design factors, HRM factors, organizational factors, competency management factors, cultural factors and legal factors) with a standard coefficient of 0.89 and a t-statistic of 23.19 take the first rank and job design factors , with a standard coefficient of 0.63 and a t-statistic of 13.55 takes the sixth rank as evidenced in the significance coefficients’ tests
