شام کا دوسرا سفر تجارت
حضورؐ پچیسویں سال، حضرت خدیجہ کا مال تجارت’’ بطریق مضاربت‘‘لے کر شام کی جانب تجارت کے لیے تشریف لے گئے۔یہ اس قول کی بنا پر کہ ابو طالب نے حضورؐ سے عرض کیا ‘ چونکہ میرے پاس اب مال بالکل نہیںرہا ہے اور قریشیوں کا قافلہ بغرض تجارت جانے والا ہے۔ لہٰذا خدیجہ بنت خویلد ؓ سے جا کر کہو ،وہ قریش کے مال دار لوگوں میں سے ہیں اور لوگوں کو مضاربت کے طور پر مال تجارت دے کر بھیجتی ہیں تو اگر آپ خود اپنے لیے چاہیں گے تو وہ یقیناََ مال تجارت آپ ﷺکو بھی دے دیں گی اور ممکن ہے کہ اس طرح کچھ نفع حاصل ہو جائے ۔لیکن صحیح ترقول یہ ہے کہ سیدہؓ خود کسی ایسے امین کی متلاشی تھیں جسے وہ اپنا مال تجارت سپرد کریں اور وہ حضورؐ سے زیادہ کسی کو امین نہ پاتی تھیں ۔ چونکہ حضور اکرمﷺ کو تمام قریش اظہارِ نبوت سے قبل ’’محمد ﷺ کو امین‘‘ کہا کرتے تھے۔ لہٰذا سیدہ خدیجہؓ نے کسی کو آنحضرت ﷺکے پاس بھیجا کہ اگر میرا مال تجارت آپ لے جائیں اور حق تعالیٰ اس میں نفع دے تو جتنا نفع آپ مناسب خیال فرمائیںلے لیں۔ ایک روایت میں ہے کہ دو گنا مال دوسروں کی نسبت دوں گی۔ سید عالمﷺ نے ابو طالب کے مشورہ کو قبول فرمایا ۔اس کے بعد سیدہؓ نے اپنا غلام جس کا نام میسرہ تھا اور اپنا ایک مخصوص آدمی جس کا نام خزیمہ تھا آپ ؐ کی خدمت کے لیے ساتھ کر دیا۔ آپؐ جب بصریٰ پہنچے تو وہاں ایک صومعہ یعنی کلیسا تھا جس میں نسطورا راہب رہتا تھا۔ اس نے حضور ﷺ کو ایک ایسے درخت کے نیچے جلوہ افروز دیکھا جس کے بارے میں خبر تھی کہ اس درخت کے نیچے سوائے نبی...
Islam has been discussed and criticized in the West by the name of Orientalism and this practice is in vogue in the modern enlightened age. While Orientalism remains to be an important chapter in the history of Islam and the West, new modes of approaching Islam, ranging from dialogue and critical understanding to confrontation and rejection, continue to make their appearances in various forms. Recently the West has started sponsoring some Muslims and ex-Muslims to criticize Islam besides the Orientalists. These so-called Muslims have been frequently appearing in the arenas of criticism for last few years. We may call these Muslims or ex-Muslims as ‘native Orientalists.’
An effective educational leadership plays a crucial role in order to bring about sustainable change in schools. Generally, in the Pakistani context and particularly in Northern Areas, customarily, teachers are promoted as principals on seniority basis or they are selected directly before they attend any training in school leadership and management. Most of them being untrained or unaware of educational leadership, appear to be ineffective in school development, because use of personal styles of leadership. This situation does not allow principals as well as teachers to create a collaborative learning environment. Therefore, a critical study of principals and teachers' notions and perceptions about effective leadership seems to be very important. Various researchers have reached the consensus that without bringing any change in principals as well as teachers' beliefs it would be difficult to bring any change in their practices. This study was focused in a private secondary school, in Karachi. In the qualitative paradigm through in-depth interviews, the study used the case study method to explore a principal's notions of her role as an effective educational leader. The tools of exploration were interviewing, observation and documentation analysis. The study of teachers' perceptions about their principal's role as an effective educational leader proved very useful in recognizing the differences between the principal and teachers' perceptions. The data analysis reveals that the principal's conception about effective educational leadership is clear to some extent, however, in practices she appears to be an authoritarian. It seems that due to lack of intercommunication skills, the principal has not been effective in giving equal participation to staff in school leadership and management. As a result, the junior staff members seemed to be de-motivated, because they feel that they have no participation in school management. The teachers have the expectations that the principal should be a critical observer and critical motivator if better students learning outcomes are to be achieved. The teachers believe that a peaceful and secure environment enables them to work with more zeal and devotion. Overall, data suggests that a shared vision, trust, commitment and collaborative efforts play a pivotal role in making the principal's role as an effective educational leader.