The Investigative System of Islam Investigative System of Islam

The Holy Prophet (PBUH) was sent to establish justice. He made use of law and good conduct to achieve this great target. Complete investigation and transport exploration is of universal value that holds fundamental significance in legal system. This research article presents insight, broadness and transparency of investigatory system established by the Prophet (PBUH). It also highlights rules and laws in the light of valid research references. All these features are evident in Prophet’s personality. In this regard, keeping in view the nature of topic, the guidance has been sought from the commands of The Quran, Hadith and different incidents of the life of Muhammad (SAWW). A discussion has been premeditated to explore Prophet’s tactics regarding law of investigation. This research article, having research outlook and logical link, touches upon the rules and principles which the Holy Prophet (PBUH) has given us for the recognition of the real culprit of good judgment, clues and witnesses. Investigative departments are radically important for the protection of Islam, maintenance of peace, internal stability and the protection of life, honor and property of people living in the society. The charter of these agencies is to abolish oppression, establish justice, impose the writ of law, and punish the guilty and to bring lawbreakers within the grip of law. The officer who performs the above duties is known as Naazir e Jaraaim1 in Islamic jurisprudential terminology. Further duties which fall within the remit of this officer are: Investigation of charges, production of the accused before a court of law, getting proven criminals sentenced by the court, executing the sentence handed down, releasing   the accused in case evidence is not sufficient and getting wrongful accusers punished properly.

Comparison of Leadership Practices of Principals of High and Low Performing Higher Secondary Schools in District Lahore

School principals play very important role in the progress of educational institutes. Effective school leadership practices are necessary for students? performance as well as for school improvement generally. The principals or heads set the quality and morale of the schools by which they influence the teachers and pupils. Purpose of the study was to compare the leadership practices of the principals of high and low performing higher secondary schools. The study was quantitative and the survey method was used. Principals of higher secondary schools of district Lahore were the population of the study. Total population has been taken for data collection, the researcher has done census for this study. There were total 25 higher secondary schools in district Lahore. In each school, one principal is performing his or her duties as a leader of the school. Ten principals were from high performing schools and ten were from low performing schools. High and low performing secondary school were categorized on the basis of students? matriculation results for the year 2017 of Board of Intermediate and Secondary Education, Lahore. Schools? matric results with 80% and above were considered as high performing schools and less than 80% were considered as low performing schools. An adapted questionnaire was used for the purpose of data collection. Questionnaire was comprised on two parts, demographic information of respondents and 35 close ended questions defining leadership practices of higher secondary schools? principals. The data were analysed by using statistical techniques such as mean, standard deviations and independent sample t-test. Major findings of the study show significant difference between the opinions of high performing higher secondary schools? principals and low performing higher secondary schools? principals on all these factors; a) developing school vision, b) promotion of collaborative school culture, c) distribution of leadership responsibilities, d) involvement and consultation with staff, e) establishment of interpersonal relationship, f) instructional and mentoring support, and g) professional development. The collaboration and consultation with staff is the key to success for high performance of higher secondary schools so, it is recommended to the low performing higher secondary schools? principals to enhance their collaboration and consultation with their staff members.