Clarifying the model appropriate to Iran's Islamic Revolution and the necessary capabilities to realize the ideals of the revolution and an efficient management system is a necessity. Of course, considering the rule of Islamic values and the movement towards the realization of modern Islamic civilization, it is necessary to design and explain a unique Islamic Iranian model in accordance with the principles and values. This research is a descriptive-exploratory fundamental research, based on the method of "qualitative content analysis" in humanities studies, the model of "Islamic Iranian management" from the perspective of Hakim Farzaneh of the Revolution, Ayatollah Grand Ayatollah Khamenei. To be presented with research methodology and objectives. The research aimed at identifying and introducing the main themes developed from the data has been studied with the theme analysis method of using the statements of the Supreme Leader in full reading until saturation is reached. After analyzing the extracted 401 open concept codes, 43 organizing themes were counted. The results showed that the desired pattern is in the form of 5 main themes called "political strategies", "social strategies", "ethical strategies", "organizational strategies" and "Religious strategies" were formed in the form of "Iranian Islamic management model".
fazeli, M. (2026). Explaining the model of Iranian Islamic management strategy
From the perspective of the Supreme Leader. Scientific Journal of Islamic Management, 33(3), -.
MLA
mohammadreza fazeli. "Explaining the model of Iranian Islamic management strategy
From the perspective of the Supreme Leader", Scientific Journal of Islamic Management, 33, 3, 2026, -.
HARVARD
fazeli, M. (2026). 'Explaining the model of Iranian Islamic management strategy
From the perspective of the Supreme Leader', Scientific Journal of Islamic Management, 33(3), pp. -.
VANCOUVER
fazeli, M. Explaining the model of Iranian Islamic management strategy
From the perspective of the Supreme Leader. Scientific Journal of Islamic Management, 2026; 33(3): -.