The confinement and empowerment of Muslim leadership within the 'iron cage of cultural complexity': the case of an Islamic setting within Australia

Parry, Ken and Faris, Nezar 2019, The confinement and empowerment of Muslim leadership within the 'iron cage of cultural complexity': the case of an Islamic setting within Australia, Journal of management and organization, pp. 1-21, doi: 10.1017/jmo.2019.13.

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Title The confinement and empowerment of Muslim leadership within the 'iron cage of cultural complexity': the case of an Islamic setting within Australia
Author(s) Parry, KenORCID iD for Parry, Ken orcid.org/0000-0002-5837-2873
Faris, Nezar
Journal name Journal of management and organization
Start page 1
End page 21
Total pages 21
Publisher Cambridge University Press
Place of publication Cambridge, Eng.
Publication date 2019-03-22
ISSN 1833-3672
Keyword(s) leadership
Islam
iron cage
cultural complexity
Summary Academy of Management. The purpose of this empirical research is to address leadership within a complex multicultural context; namely Islamic organizations within a contemporary Western society (Australia). The researchers utilized qualitative analysis of triangulated, predominantly qualitative data. The analysis drew on core elements of grounded theory. It was found that both macro- and micro-dimensions of culture had an impact on Australian Muslim understandings of leadership and subsequently had an impact on leading. The analysis also uncovered intra- and inter-cultural complexity within Muslim organizations. The concept of an 'iron cage' of micro-cultures emerged to integrate these findings. An abstract storyline is posed wherein a new leadership identity will facilitate empowerment and uncertainty resolution about the stress of cultural complexity, resulting in more effective leadership.
Notes First View Article
Language eng
DOI 10.1017/jmo.2019.13
Indigenous content off
Field of Research 1503 Business and Management
1505 Marketing
HERDC Research category C1 Refereed article in a scholarly journal
ERA Research output type C Journal article
Copyright notice ©2019, Cambridge University Press and Australian and New Zealand
Persistent URL http://hdl.handle.net/10536/DRO/DU:30120411

Document type: Journal Article
Collections: Faculty of Business and Law
Department of Management
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