Role of the Traditional Leader in Modernization of Iran, 1890–1910
Bibliographic Data
| ID | 8967107 |
|---|---|
| Authors | Asghar Fathi (University of Calgary, corresponding author) |
| Year | 1980 |
| Volume | 11 |
| Issue | 1 |
| Pages | 87-98 |
| Publication date | 1980-02-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | International Journal Middle East Studies (JOURNAL) |
| Journal identifiers | ISSN: 0020-7438 • E-ISSN: 1471-6380 |
| Publisher | Cambridge University Press (CUP) (PUBLISHER) |
| DOI | 10.1017/s0020743800000271 |
| OpenAlex | W2150055030 |
| Language | EN |
| References cited | 16 |
The purpose of this essay is to explore the role of the traditional leader as one source of legitimization of modernization in a preindustrial society. Although of significance in its own right, the role of the traditional leader becomes the more potent when linked with that of the marginal person. This expanded conceptual framework is applied to the analysis of the Iranian situation in which the mutual reinforcement of traditional leadership and marginality appears to explain a certain type of directed social change
Conceptual framework · Economics · Epistemology · Modernization theory · Political economy · Political science · Positive economics · Social science · Sociology · Historical Economic and Social Studies · History · Islamic Studies and History · Law · Philosophy
Political development and social change
Religion and Rebellion in Iran
The Theory Of Social And Economic Organization
Religion and State in Iran 1785–1906
The Press and Poetry of Modern Persia
A Reconsideration of the Position of the Marja' Al-Taqlid and the Religious Institution
The Crowd in The Persian Revolution
Iran Faces the Seventies
Expressive Behavior and Social Integration in Small Groups
Mechanisms for Maintaining Jewish Identity
The Cambridge History of Islam
The Origins of the Religious-Radical Alliance in Iran
Marginality, Leadership, and Directed Change
Religion and Irreligion in Early Iranian Nationalism
| Highly cited | No |
|---|