Faris / Abdalla Leadership in Islam

Thoughts, Processes and Solutions in Australian Organizations
1. Auflage 2018
ISBN: 978-3-319-66441-5
Verlag: Springer Nature Switzerland
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 211 Seiten

Reihe: Progress in Mathematics

This book examines the concept of leadership from within the Islamic worldview, exploring its meaning and various manifestations through textual evidence from the two primary sources of Islam, The Qur'an and hadith. Using this theoretical framework concurrent with contemporary leadership theory, the authors scrutinise the distinctive leadership dynamics of Islamic organisations within a minority-Muslim context and a focus on Australia. Drawing on empirical data gathered over four years, the nature of leadership and its processes within this unique context is examined. Leadership in Islam reconciles the problematic processes that exist within Muslim organisational context and offers a set of measures and strategies to improve leadership processes including enacting leadership, enacting following, accommodating complexity, sense making and embracing basics as the core processes. This book will be beneficial for anyone who seeks to understand the meaning of leadership in Islam, the way Islamic organisations operate, and the way forward for improving leadership processes within an Australian/Western context.

Nezar Faris is a Research Fellow at the Centre for Islamic Thought and Education (CITE) at the University of South Australia. Previously he was an affiliated Research fellow at the National Centre of Excellence for Islamic Studies (NCEIS) at Griffith University. Dr Faris' work has appeared in Leadership Quarterly.  Mohamad Abdalla is the Founding Director of the Centre for Islamic Thought and Education, University of South Australia. One of Australia's most prominent and respected Muslim leaders, he combines the roles of academic scholar, public intellectual, community leader and commentator. Professor Abdalla played a leading role in establishing Islamic studies as an academic area of study in Australia, and has held multiple academic posts.

Autoren/Hrsg.

Faris, Nezar

Abdalla, Mohamad

Inhaltsverzeichnis

1;Contents;5
2;List of Figures;7
3;List of Tables;8
4;1: Introduction;9
4.1; Structure of the Book;13
4.2;Bibliography;15
5;2: Leadership in Islam Based on Primary Sources;16
5.1; Introduction;16
5.2; The Qur’an and Hadith: A Brief Background;17
5.3; Qur’an and Hadith on Leadership;18
5.4; ‘Adamic’ Leadership;18
5.5; Sincere Advice (Nasiha) and Sincerity (Ikhlas);20
5.6; Forbearance;21
5.7; Kindness;22
5.8; Humility;23
5.9; Sound Communication and Eloquence;25
5.10; Moral Courage;27
5.11; Conclusion;30
5.12;Bibliography;31
6;3: Overview of the Australian Muslim Context;33
6.1; Introduction;33
6.2; Historical Background of Muslims in Australia;34
6.2.1;Early Muslim Migration to Australia and the Macassans;34
6.2.2;Muslim Cameleers;35
6.3; Muslims in Contemporary Australia;36
6.4; Muslims’ Contribution to Australia;37
6.5; The Organizational Context;38
6.6; Chapter Summary;43
6.7;Bibliography;43
7;4: Australian Muslims’ Perceptions of Leadership;46
7.1; Introduction;46
7.2; Styles of Leadership in an Australian Muslim Setting: A Background;47
7.3; Religious Leadership;47
7.4; Intellectual Leadership;49
7.5; Organizational Leadership;49
7.6;Dilemma of Australian Muslim Leadership;50
7.7; Chaotic Leadership: Naked Leadership?;50
7.8; Missing Generational Overlap;53
7.9; Weak Structures;55
7.10; Political Instability;57
7.11; Summary;58
7.12;Bibliography;58
8;5: Leadership: Core Problems;60
8.1; Introduction;60
8.2; Core Problems with Leadership;60
8.3; Accountability;61
8.4; Transparency;66
8.5; Openness;67
8.6; Communication;68
8.7; Interaction;70
8.8; Planning Deficit;71
8.9; Apathy;72
8.10; Concern;73
8.11; Micromanagement or Big Picture Approach?;74
8.12; Lack of Achievements;75
8.13; Role Modeling;75
8.14; Trust;77
8.15; Summary;78
8.16;Bibliography;78
9;6: Problematic Context;83
9.1; Introduction;83
9.2; Relevance to Islam and ‘No’ Leadership;83
9.3; Culture Complexity;86
9.4; Ethnocentrism;88
9.5; Obliviousness;90
9.6; Inconsistency with Islamic Work Ethics, Objectives, and Leadership Principles;92
9.7; Conflicting Islamic Leadership Principles;94
9.8; Complexity and Uncertainty;95
9.9; Conclusion;101
9.10;Bibliography;102
10;7: Reconciling Problems;105
10.1; Introduction;105
10.2; Reconciling Problems;106
10.3; Enacting Leading;107
10.3.1; Connecting with People;107
10.3.2; Leading by Example;109
10.3.3; Leading by Heart;110
10.3.4; Big Picture Approach;111
10.3.5; Crystal Clear Leadership;112
10.3.6; Focus on People;112
10.3.7; Living Up to Expectations;113
10.4; Enacting Following;114
10.4.1; Followers Need to Show Courage and Speak Out;116
10.4.2; Sharing Responsibility;116
10.4.3; Collective Contribution;117
10.4.4; Quality Platform;118
10.4.5; Stakeholders’ Role;119
10.4.6; Vision Sharing;120
10.4.7; Proactive Workability;120
10.5; Conclusion;121
10.6;Bibliography;122
11;8: Accommodating Complexity and Sensemaking;125
11.1; Introduction;125
11.2; Leadership as a Social Process;126
11.3; The Emergence of ‘Accommodating Complexity’ and ‘Sensemaking’;126
11.4; Social Process: Accommodating Complexity;131
11.4.1; Managing Culture Complexity;132
11.4.2; Understanding Organizational Culture;133
11.4.3; One Organizational Culture with Plural Identity;133
11.4.4; Embracing Other Cultures;134
11.4.5; Systemizing Power;135
11.4.6; Visionary Concepts of Systemizing Power;136
11.4.7; Begin with Continuous Generational Transition;136
11.4.8; Initiating Procedures and Processes of Power;137
11.4.9; Structure Guidelines;137
11.5; Social Process: Sensemaking;138
11.5.1; Enacting Narrative;141
11.6; Narrative 1: Telling the Story About the Role of Women;143
11.7; Narrative 2: Telling the Story of the Clues for Success;144
11.7.1; Awareness: Process for Sensemaking;145
11.8; Conclusion;147
11.9;Bibliography;147
12;9: Embracing Basics: Internal and External;151
12.1; Introduction;151
12.2; Emergence of ‘Basics’ of Leadership;152
12.3; Embracing Basics;153
12.4; Embracing Internal Basics;154
12.4.1; Moral Principles;155
12.4.2; Basics of Islamic Work Ethics;159
12.4.3; Basics of the Higher Objectives of Islam;160
12.5; The Importance of Internal Basics for Leading and Following;162
12.6; Embracing External Basics;165
12.6.1; Initiating Structure;165
12.6.2; A System in Place;166
12.6.3; Paid Employees;167
12.6.4; Professional Resources;167
12.6.5; Youth and Women;168
12.6.6; Bringing External Basics into Effect;169
12.7; Conclusion;170
12.8;Bibliography;170
13;10: Conclusion;173
13.1; Recommendations;176
13.2; Organizing;176
13.3; Organizational Change;177
13.4; Role Modeling;178
13.5; Implication for Islamic Organizations, Leaders, and Followers;179
13.6;Bibliography;182
14;Glossary;183
15;Bibliography;185
16;Index;203