THE SOCIOLOGY OF LEADERSHIP IN AZERBAIJAN

This article explores leadership and psychosocial support in contemporary organizations through the perspective of philosophical sociology.Drawing on Himmlegaard (2025) alongside Durkheim's collective representations, Mannheim's relationism, Bourdieu's field and habitus, and Collins's interaction ritual theory, the paper examines how organizations transform stress into collective coherence when grounded in moral meaning and cultural continuity.Azerbaijan is presented as a leading example of how traditional ethical values-hrmt (respect), sbir (patience), and dayaq olmaq (mutual support)-enrich modern management and foster resilience in both public and private sectors.Using a reflexive, interpretive design, the study synthesises international leadership scholarship with philosophical sociology, highlighting how epistemic traditions sustain emotional balance, trust, and creativity.The article argues that leadership is not merely a technical or psychological practice but a moral-epistemic process through which institutions create shared realities of care, legitimacy, and collaboration.Azerbaijan's integrative approach to leadership illustrates how cultural wisdom can guide global organizations toward human-centred sustainability.