POSITIVE DEVIANCE AND ISLAMIC LEADERSHIP

Abstract

This study investigates whether positive deviance can become a tool to  promote leadership from an Islamic perspective. This study offers a brief  review of the literature on leadership, the link between perception and  leadership and leadership from an Islamic perspective. In particular, attention  is drawn to the work of Beekun and Badawi (1999) in the area of leadership  from an Islamic perspective. This author suggests that practitioners find it  difficult to implement principles of Islamic leadership because they lack  specific management tools. By reviewing the literature, this author has  identified positive deviance as a management tool for leaders to challenge  and change the collective perceptions of followers. Within this context, the  positive deviance methodology fits in remarkably well with the framework  proposed by Beekun and Badawi (1999). The suitability of positive deviance  as a tool for Islamic leaders is explored.

JEL Classification: M10

Key words: Perception, Leadership, Islamic leadership, Training