تفسیر القرآن از سر سید احمد خان کا تحقیقی و تنقیدی جائزہ

Sir Syed Aḥmed Khān belonged to a famous family of the subcontinent during the late Mughal and early British colonial period. He was famous for his close relations with the colonial government. He served many years in the judiciary. In recognition of his services, he was conferred upon with various titles such as Sir, The Imperial Advisor, etc. He is the founder of the educational campaign which was later known as the Aligarh movement. He was worried about the future of Muslims in India. This worry forced him to produce various literary and Islamic books to uplift the political, cultural, educational and social status of the Indian Muslims. One of his famous contribution to Islamic literature of Quranic exegeses is his Tafsīr al-Qur’ān. His tafsīr is influenced by western thoughts. He, instead of following the traditional methodology of Quranic exegeses, tried to understand the Quranic verses rationally. This led him to deviate from many established concepts of Islamic doctrines. He went against the Muslims’ affirmed beliefs in his exegesis. He mistrusted some of the basics of Islamic thoughts and tried his best to make new parameters of writing & reading of the Quranic exegesis on human logics. In addition, some of his views show certain relevance to the Mu'tazilites school of thought. The aim of this paper is to present an analytical and a critical evaluation of the exegetical opinions of Sir Syed Aḥmed Khān, particularly on the issues where he deviated from the mainstream Islamic thoughts in his exegesis, Tafsīr al-Qur’ān.

The Role of Organizational Justice and Culture in Relationships Between Leadership Styles and Employees’ Performance

The present study aimed to examine the impact of leadership styles (transformational & transactional) of the head of departments on employees (teachers) performance working in the academic department of higher educational institutions in Khyber Pakhtunkhwa, Pakistan. In similar vein, current study also examined mediating role of organizational justice and culture in relationship between leadership styles and teachers’ performance. For this purpose, data was collected from the both teachers and head of departments in the selected HEIs. The same data was then analyzed by using different statistical tools like correlation, regression, mediation and test of significance. In this regard, correlation analysis shows that all research variables are significantly correlated (table 4.14), wherein, correlation between transformational style and employees performance is (R=.915 & P-value=.000), transactional style (R=.816 & P-value=.000), organizational justice (R=.815 & P-value =.000) and organizational culture (R=.849 & P-value =.000). Similarly, cause-n-effect relationship shows that there is significant impact of predictors on criterion variable (table 4.15), wherein, the results showed that the transformational leadership is stronger predictor of employees’ performance (p- .000) as compared to transactional leadership (.020). Likewise, the mediation results (four models, table 4.40) shows that mediating variables (organizational justice & culture) partially mediate the relationship between the predictors and the criterion (tables 4.16 to 4.30a). In same line, test of significance shows diverse results about mean differences among demographic groups of respondents (tables 4.32 to 4.39). The results show that out of fourteen (14) hypotheses, eleven (11) were accepted and three (3) were rejected. However, findings of current study were positioned in Chapter 5, where these findings (current study) were compared with existing research (previous research) findings. In light of this positioning, conclusion were drawn based on certain recommendations and implications. Keywords: The Leadership Styles, Organizational Justice, Organizational Culture, Employees Performance & Higher Education Institutions