<?xml version="1.0" encoding="UTF-8"?>
<ArticleSet>
  <Article>
    <Journal>
      <PublisherName></PublisherName>
      <JournalTitle>Journal of Management and Business Solutions</JournalTitle>
      <Issn>3092-7226</Issn>
      <Volume>4</Volume>
      <Issue>Serial Number 18</Issue>
      <PubDate PubStatus="epublish">
        <Year>2026</Year>
        <Month>03</Month>
        <Day>01</Day>
      </PubDate>
    </Journal>
    <ArticleTitle>Providing a Leadership Model Based on Sociology in Iran’s Educational System</ArticleTitle>
    <VernacularTitle>Providing a Leadership Model Based on Sociology in Iran’s Educational System</VernacularTitle>
    <FirstPage>1</FirstPage>
    <LastPage>12</LastPage>
    <ELocationID EIdType="doi">10.61838/jmbs.114</ELocationID>
    <Language>EN</Language>
    <AuthorList>
      <Author>
        <FirstName></FirstName>
        <LastName></LastName>
        <Affiliation></Affiliation>
      </Author>
      <Author>
        <FirstName></FirstName>
        <LastName></LastName>
        <Affiliation></Affiliation>
      </Author>
      <Author>
        <FirstName></FirstName>
        <LastName></LastName>
        <Affiliation></Affiliation>
      </Author>
      <Author>
        <FirstName></FirstName>
        <LastName></LastName>
        <Affiliation></Affiliation>
      </Author>
    </AuthorList>
    <PublicationType>Journal Article</PublicationType>
    <History>
      <PubDate PubStatus="received">
        <Year>2025</Year>
        <Month>09</Month>
        <Day>25</Day>
      </PubDate>
    </History>
    <Abstract>&lt;p&gt;Leadership in the educational system is one of the most influential factors affecting instructional quality and students’ academic advancement. From a sociological perspective, schools are social institutions formed within the cultural, structural, and power dynamics of society. Therefore, leadership in education must consider not only managerial dimensions but also social and cultural aspects in order to foster broader and more effective stakeholder participation. The present qualitative research is exploratory in nature, applied in purpose, and descriptive-survey in terms of data collection. The dominant strategy of this study is a case study approach. Using purposive sampling, semi-structured interviews were conducted with 18 participants from Asan Pardakht Company, and after reviewing the available documents, thematic analysis—one of the qualitative methods—was applied. As a result, 5 main themes were identified: participatory leadership, social capital, social interactions within the school, social legitimacy of leadership, and cultural capital; and 29 subthemes were extracted. Participants included faculty members and experts, policy-makers at the Ministry of Education, directors of provincial education departments, and school principals. Among these individuals, 14 were men and 4 were women. Ultimately, it was found that participatory leadership based on sociological foundations provides the groundwork for an inclusive and democratic educational system in which all members feel responsible and connected. This model not only enhances educational quality but also strengthens the role of the school as a social institution. The final conclusion of the study indicates that, based on the findings, cultural capital is the most influential component in proposing a sociology-based leadership model for Iran’s educational system.&lt;/p&gt;
&lt;p&gt; &lt;/p&gt;
&lt;p&gt; &lt;/p&gt;</Abstract>
    <ObjectList>
      <Object Type="keyword">
        <Param Name="value">Leadership model</Param>
      </Object>
      <Object Type="keyword">
        <Param Name="value">educational system</Param>
      </Object>
      <Object Type="keyword">
        <Param Name="value">sociology</Param>
      </Object>
      <Object Type="keyword">
        <Param Name="value">Iran</Param>
      </Object>
    </ObjectList>
    <ArchiveCopySource DocType="pdf">https://www.journalmbs.com/index.php/jmbs/article/download/114/297</ArchiveCopySource>
  </Article>
</ArticleSet>
