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

Published online by Cambridge University Press:  22 March 2019

Ken Parry  and
Nezar Faris Open the ORCID record for Nezar Faris [Opens in a new window]
Ken Parry
Affiliation:
Deakin University, Melbourne, Victoria, Australia
Nezar Faris*
Affiliation:
University of South Australia, Centre for Islamic Thought and Education, Adelaide, Australia
*
*Corresponding author. Email: [email protected]
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Abstract

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.

Keywords

leadershipIslamiron cagecultural complexity
Type
Research Article
Information
Journal of Management & Organization , Volume 28 , Issue 4 , July 2022 , pp. 888 - 908
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2019

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