succession and continuity, which are emphasized by both, as well as differences in their focus on innovation and

preservation, and on formal and informal legitimacy. The study also aims to add to the knowledge of leadership

practices in non-Western cultures.

The typology of authority, developed by Max Weber, provides insight into various forms of leadership based on

legitimacy. The conservative power lies in old traditions, customs, religious or cultural beliefs that the traditional

power has preserved, and in most cases, it is transmitted through family lines or tribal lines (Yilmaz and Telsac,

Legacy leadership, on the other hand, is a type of leadership that cuts across generations. It is concerned with

the continuity and succession of leadership practices and values. Compared to traditional power, legacy

leadership has been institutionalized in contemporary settings, raising concerns about organizational memory

and its long-term impact (Nikolakakis, 2024). Legacy leaders tend to ensure that their values, vision, and

leadership styles are not lost after their tenure, and these are always considered as part of succession planning.

This type of leadership is typical in Arab society dynamics, where control is often passed down to the next

generation, typically within a family.

The culture of dynasties, bizarre styles of tribal leadership, and family-owned businesses are the segmentation

factors in the Arab world that characterize the leadership styles within the region. It can also utilize traditional

This paper aims to identify some of the significant differences and similarities between traditional authority and

legacy leadership in the Arab world. It examines several case studies to assess their impact on organizational

outcomes. Furthermore, it aims to investigate how specific differences and overlaps influence governance

arrangements. Several research questions need to be addressed.

The implications of this study for the governance and political stability of the Arab world are far-reaching, as

the traditional and heritage framework of leadership plays a central role in defining continuity of leadership and

social order (Rahmawati and Ikramatoun, 2025). Such a type of socio-economic development of leadership is

the primary concern of the choices made by the region's policymakers and business leaders, whether they should

provides a deeper understanding of leadership structures in the Arab world. It is highly successful in the Western

By integrating the experience of both conventional authority and the expertise of traditional leadership, this

paper aims to enhance the understanding of how leadership is formed in various socio-cultural contexts and will

be associated with the creation of hybrid models of leadership that integrate tradition and innovation.

The theory of authority, formulated by Max Weber, classifies leadership into three types, which include

traditional authority, charismatic authority, and rational-legal authority. Conventional power is rooted in the

authority of ancestors, traditional tribal practices, and religious beliefs. Charismatic power refers to the

individuality of a leader, distinct from rational-legal power, which is based on institutionalized laws and

monarchical and tribal system of government, where the right to power is hereditary and legitimized by tribal

origins and Islamic faith. However, there is a possibility that Weber's model may not be applicable in the Arab

are not only seen as political leaders but also as religious leaders whose role has been divinely ordained,

particularly in Saudi Arabia.

Additionally, the Weber model overlooks the hybridity of leadership in most Arab nations, where traditional

leadership and the new regime of governance coexist. In the case of Qatar and the UAE, the regime is one of

customary authority based on tribal tradition, complemented by modern state structures (Yilmaz and Telsac,

structure, which nonetheless demonstrates that religious legitimacy and tribal cultures are necessary sources of

authority in addition to the legal systems available to the state.

Legacy leadership is founded on the continuity of leadership across generations, emphasizing the preservation

dynasties and family businesses that dominate both politics and business in the region. However, legacy

leadership does not necessarily go hand in hand with conventional authority. For example, modernization may

pose a considerable challenge to the value of traditional leadership in family-owned businesses, such as the Al

Futtaim Group in the UAE, as succession planning and institutional memory are crucial in maintaining economic

stability. However, these practices often lead to modernization (Rust, 2021). Although family-owned businesses

are geared towards continuity, they must break through the barrier of innovation amid global market pressures.

Hence, traditional leadership is bound to be contradictory to, or rather, of a conventional authority because it

introduces new leadership that emphasizes economic growth, institutionalization, and modernity, in the sense

that it is not always linear with the old attitudes towards governance of people. To critically assess the role of

legacy leadership in the Arab world, it is essential to consider the contradictions between the power of family

matters of heritage leaders in the area concerns the conflict between tradition (that demands continuity) and

innovation (that demands adaptation). The clash of cultural values and globalization makes the succession

process difficult, and the legacy leadership is not as uncomplicated as it is theorized in the Western models.

The Arab world has a rich history, diverse religions, and complex colonial influences that significantly impact

its leadership. The most common form of power in most parts of the Arab world has been tribal control. In the

past, tribal leaders were strong individuals who relied on their lineage and cultural affiliations within the

community to exercise their power. The system of governance is still influenced by this kind of leadership in

countries such as Yemen, Oman, and even in parts of Jordan today. Even in contemporary states, tribal networks

may contribute to political and economic decision-making (Rahmawati and Ikramatoun, 2025). Leaders in the

considered equivalent. Power is applied and understood in accordance with Islamic principles of justice,

consultation (shura), and accountability. The king also serves as the protector of Islamic values and, therefore,

Western form of government, and its concern with law and administration, often clashed with the old structures

of power. Most of them did not fit into the tribal and Islamic systems of power that had existed for centuries.

hereditary opportunity or an institution of memory. Still, it is also a compromise between tradition and

modernity. On the one hand, leaders must navigate the middle ground between tribal loyalty and Islamic

legitimacy, as well as the demands of global governance, to ensure political stability and economic prosperity.

In the Arab world, the Islamic leadership has played a central role in legitimacy because religion is not only a

moral and spiritual force, but also a political one. Islamic values lend legitimacy to leadership and serve as a

basis for governance. The Kingdom of Saudi Arabia was an example whose legitimacy stemmed from the fact

that it was the Custodian of the Two Holy Mosques, and the monarch was not only a leader of a state but also a

religious leader, wielding God-like powers (Jakobs, 2022). Tribalism has remained a dominant factor in

leadership, especially in the Gulf monarchies and family politics. In such cases, leadership is passed down

region.

power in the Gulf through the principle of paternalism, where leaders are expected to take care of and protect

their people. Loyalty to the leader is closely tied to personal and family relations.

The work by Khalil Randeree on the views of Islamic leadership and the Quranic origins of power highlights the

interplay between religious and tribal leadership in Arab governments (Khaleel and Avdukic, 2024). His

discussion of leadership formation through Islamic values and cultural background is crucial for discerning the

legacy of leadership in the Arab world, where leadership is commonly grounded in Islamic legitimacy and is