The purpose of this study was exploring the process of Anti-elitism in a public organization based on interpretive mapping design of grounded theory. In this regard, 32 employees of mentioned organization selected as interviewees using theory sampling. In order to data analysis and theory mapping Maxqda and Decision Explorer were used. Based on research findings the preface of anti-elitisn in organization of interest were three factors: good performance of elites, the assumption of homogeneity in organizational culture, and weakness of organization top managers’ monitoring system. Anti-elitists were two categories of jealousy against elites. First, organization toxic leader who was fallowed shadow-stagnant management style and antagonistic approach against elites in the shadow of weakness in monitoring management performance from legal authorities. Second, toxic employees as colluders and shield of leader in line of their mutual interests. Backing of their good performance and popularity, elites resisted to changes as reformist protestors against dysfunctional climate of organization. So, the anti-elitists’ antagonistic approach invigorated and they tended to silent treatments against elites. Finally, due to the immoral climate of organization and elites’ lack of support, anti-elitists turned to privative actions against elites.             
 

Keywords: Elite Anti-elitism Grounded Theory Interpretive Mapping

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