Abstract
This chapter seeks to examine the context in which Australian Islamic organizations operate, and what differentiates it from other settings. It identifies the problematic processes facing the organizational context. Cultural complexity, power struggles, inconsistency with Islamic work ethics, objectives and principles, complexity, and uncertainty formulate the problematic contextual processes. Culture complexity stems from this substantive context as an ethnic or religious minority living within a substantially mainstream culture, which imposes great difficulty upon its leadership. Inconsistency with the Islamic discourse of leadership is a highly problematic dimension. This inconsistency emphatically affects the followers and the organization. Complexity, uncertainty, and power struggles are correlated with a vacancy or weakness in the power structure, lack of proper interaction, corruption, organizational paralysis, confusion, frustration, and poor morale among leaders and followers, as well as other things.
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Faris, N., Abdalla, M. (2018). Problematic Context. In: Leadership in Islam. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-66441-5_6
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