Fiqh al-Watan and Islamic Transformational Leadership: A PoCFAM Analysis of Organisational Performance at the Arab Potash Company

Abstract

This study explores the integration of Fiqh al-Watan within industrial management by examining how 16 dimensions of Islamic transformational leadership influence organisational culture and performance. Using the Arab Potash Company (APC) in Jordan as a case study, the research employs the PoCFAM Matrix, analysing Potential (Po), Challenge (C), Facilitation (F), Aulawiyyat (A), and Maqasid (M), to assess the alignment between espoused values and actual leadership practices. Guided by an interpretivist paradigm and an inductive qualitative approach, data were collected from 12 senior directors using structured, open-ended instruments. The study evaluates 16 core leadership values, including Amanah (Trust), Shura (Consultation), and Uswah Hasanah (Exemplary Lead), across four analytical vectors: benefits, barriers, implementation strategies, and expected impacts. Thematic analysis shows that while Islamic leadership values hold significant Potential (Po) to shape organisational culture, their realisation is limited by the Challenge (C) of a pervasive ‘fear culture’ and hierarchical rigidity. Key findings identify Amanah as the fundamental Facilitation (F) and Uswah Hasanah as the main Aulawiyyat (Priority) for cultural change. The findings reveal a notable gap between the espoused Islamic values and daily practices, with fear-driven norms acting as the primary Point of Conflict (PoC). This research offers a pioneering methodological link between Watanic Jurisprudence and modern corporate excellence, providing a transformative roadmap for achieving world-class governance in the Muslim world.