Document Type : Original Article
Authors
1
Assistant Professor, Department of Islamic Social Sciences, Faculty of Social Sciences, University of Tehran, Tehran, Iran.
2
PhD Student in Islamic Sociology, Department of Islamic Social Sciences, Faculty of Social Sciences, University of Tehran, Tehran, Iran.
Abstract
Shia leadership, embodied in the institution of the Imamate, has evolved across various historical periods in response to changing socio-political contexts. During its fourth phase—from the onset of Imam al-Sajjad’s Imamate to the conclusion of the Minor Occultation—Shia leadership adopted a unique strategic approach that may be described as an “internal Shia revival.” In this period, the Imamate of the Ahl al-Bayt operated through the Wikālah (Agency) Organization, a covert yet structured communication and administrative network overseen by the infallible Imams. This organization comprised the Imam and a dedicated body of Shia agents (wukalāʾ) who played a critical role in advancing the religious, social, and political aims of the Ahl al-Bayt. Employing historical methodology and a library-based data collection approach, this study investigates the question: How did Shia leadership manifest through the Wikālah Organization, and what model of leadership was implemented? The findings suggest that the Wikālah operated under a participative leadership model, developed under the direct guidance of the Imams. This model was characterized by adaptive strategies rooted in the teachings of the Ahl al-Bayt and specifically designed to address the evolving needs of the Shia community. The participative leadership framework within the Wikālah system rested on three foundational principles: mutual support, collective decision-making, and pursuit of overarching objectives. These principles facilitated a range of religious, socio-political, cultural, and economic functions, thereby ensuring both continuity and resilience within the Shia community during a period marked by political repression and marginalization.
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