ISLAMIC VALUES, LEADERSHIP LEGITIMACY AND ORGANIZATIONAL SUSTAINABILITY

Authors

  • Mohd Ezani Mat Hassan UKM-Graduate School of Business, Universiti Kebangsaan Malaysia. (Email: m.ezani@ukm.my)
  • Nordin Muhamad School of Management, Facultyof Economics and Management, Universiti Kebangsaan Malaysia. (Email: noordin@ukm.my)
  • Nur Atiqah Abdullah School of Management, Facultyof Economics and Management, Universiti Kebangsaan Malaysia. (Email: atiq@ukm.my)
  • Khairul Akmaliah Adham UKM-Graduate School of Business, Universiti Kebangsaan Malaysia. (Email: ka@ukm.my)

Abstract

The legitimacyofleadershipis animportantconcern for any organization. A legitimate leader will be readilyaccepted by organizational members,  therebyfacilitatingthe achievementoforganizational goals. The legitimacy of leadershipisnotonly concerned aboutthe legalaspect, butalso moral and psychological aspects. Thisarticleproposes a conceptualframework of  leadership,  based on Islamic values asthe mainthrust ofleadership legitimacy. Given that in Islam, legal andethical values are integrated, a  leader is expected to internalize the Islamic core values and realize them in  his organization. Moreover, Islamic core values are implemented in conjunction withtask-related values, leading to a comprehensive treatment of organizational  leadership. As a logicaldevelopment,organizational members will confer legitimacyonthe leader andbecome loyal and committed followers. Inthis respect, the Conceptual FrameworkofIslamic  Leadership(CFIL), which isincongruence withthe concept organization  sustainability, is a holistic approach in understanding leadership legitimacy.  

JEL Classification:M1, Z12  

Keywords: Islamic leadership, Values, Leadershiplegitimacy.

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How to Cite

Mat Hassan, M. E., Muhamad, N., Abdullah, N. A., & Adham, K. A. (2013). ISLAMIC VALUES, LEADERSHIP LEGITIMACY AND ORGANIZATIONAL SUSTAINABILITY. International Journal of Economics, Management and Accounting, 19(2). Retrieved from https://journals.iium.edu.my/enmjournal/index.php/enmj/article/view/181

Issue

Vol. 19 No. 2 (2011)

Section

Articles

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