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Transition in the Middle East has been one of the most visible characteristics of the Middle East since the end of the Cold War. Having been probably the most penetrated region of the world, the international and the regional orders have always been closely, although mostly asymmetrically related. Thus, the transition in the international arena has been deeply impacting the regional scene, which, along the development from the Cold War through the unipolar moment of the United States to the post-hegemonic/post-US, has resulted in a relatively more independent regional order in the making. The new Middle East is still in transition, with the US having become one among several external actors, old regional powers returning and new ones emerging. But this transition changes not only the actors shaping the new regional order, but also some of the underlying concepts thereof, e. g. that of the regional power.The present paper aims at presenting one of the most ancient regional powers of the Middle East, Egypt, by analysing how the interplay of internal, regional and external developments and the re-identification of the Egyptian state (and society) contributed to its re-emergence as a regional power.

This article analyzes the transformation of Turkish foreign policy towards the Middle East during the turbulent years initiated with the Arab Spring. In due course, Turkish policy considerably shifted from proactive engagement with the region in the early 2000s to a bid to leading regional transformation, particularly in the initial years of the Arab Spring. However, the reversal of the Arab Spring increasingly presented a blowback for Türkiye’s regional engagements. The ensuing regional insecurity resulted in a realist turn in Turkish foreign policy, with frequent resort to military instruments and coercive diplomacy. Eventually, regional policies of Türkiye corresponded to the search for de-escalation and normalization within the emerging Middle Eastern order since 2020. The article argues that changing regional dynamics corresponding with domestic conditions influenced and shaped Türkiye’s policies towards the Middle East. Recently, under the impact of the regional-systemic pressures coupled with changing domestic conditions, recalibrating its regional engagement, Türkiye has prioritized the normalization agenda. It argues that while normalization agenda will remain an important objective for Türkiye’s regional policies, it will evolve in a partial manner, and case-by-case, conditional on the unfolding regional order and Ankara’s strategic priorities.

Purpose: The primary objective of this article is to identify the dimensions and components for the enhancement of virtual educational leadership in the Islamic Azad Universities of Tehran province using thematic analysis. Methodology: The research method employed is mixed (qualitative-quantitative). In addition to document analysis, the thematic analysis technique with MAXQDA12 software was used to identify factors and components. The study population included all faculty members with at least an assistant professorship in educational management, higher education management, and educational technology, as well as administrators of Islamic Azad Universities, with theoretical saturation achieved after 15 interviews. Ultimately, base, organizing, and comprehensive themes were extracted, and in the quantitative section, structural equation modeling was used to determine the impact and ranking of the dimensions and components. Findings: Based on semi-structured interviews, four dimensions (knowledge of educational leadership in virtual environments, performance management and coaching in virtual environments, team leadership ability in virtual environments, ethical behaviors in virtual environments) and 24 components (organizing themes) were identified for virtual educational leadership in the Islamic Azad Universities of Tehran province. Subsequently, based on a researcher-made questionnaire, it was determined that the dimension of ethical behaviors in virtual environments with a coefficient of 0.905, team leadership ability in virtual environments with a coefficient of 0.879, performance management and coaching in virtual environments with a coefficient of 0.877, and knowledge of educational leadership in virtual environments with a coefficient of 0.805 are prioritized from first to fourth, respectively. Conclusion: The findings underscore the significance of adaptability, digital proficiency, and effective communication as pivotal traits for successful virtual leaders. Notably, the study also sheds light on the potential for gender to influence leadership effectiveness in virtual environments, with female leaders possibly having an edge in fostering collaboration and inclusivity.