Muslim World League (MWL) as a Soft Power Tool to Serve Muslims Globally: A Descriptive and Analytical Study

Introduction

Methodology

Research Design and Philosophical Orientation

This investigation employs a comprehensive qualitative research design grounded in the interpretive paradigm, which is ideal for exploring the rich meanings, motivations, and contextual factors behind the MWL’s successful soft power deployment (Creswell & Poth, 2022). The design is structured as instrumental case study, wherein the MWL serves as a premier example that illuminates broader theoretical questions about soft power and transnational religious organizations (Yin, 2023).

Data Collection Methods: This study utilized multiple complementary data collection methods to ensure a comprehensive and holistic understanding.

• Semi-Structured Elite Interviews: In-depth semi-structured interviews were the primary data source. Between January 2024 and August 2025, 45 interviews were conducted with

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  MWL Officials and Leadership (n=12)

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  Prominent Islamic Scholars and Religious Leaders (n=10)

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  Interfaith Partners and Dialogue Participants (n=8)

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  Beneficiaries and Community Leaders (n=10)

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  Policy Analysts and Academic Experts (n=5)

The interviews were designed to elicit rich and detailed responses. All participants provided informed consent, and the interviews were transcribed and thematically analyzed.

2.

Document and Content Analysis: Extensive documentary evidence was systematically collected and analyzed, encompassing:

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Official MWL Publications (2014-2025): Annual reports, strategic plans, press releases, and promotional materials.

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Speeches and Public Statements by Dr. Al-Issa and Other Senior Leaders.

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Academic and Grey Literature provide contextual analysis.

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Social Media Content from the MWL’s official channels (2020-2025).

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Program Documentation for selected flagship initiatives.

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Positive Media Coverage from diverse international sources.

Over 2,500 documents were catalogued and analyzed using NVivo 14 software.

3.

Observational Data: Participant observation was conducted at three MWL-organized conferences and interfaith events during 2024-2025, providing contextual insights into the organization’s professional culture and programmatic excellence.

Data Analysis Procedures: Data analysis followed a systematic iterative process of thematic analysis (Braun & Clarke, 2022). The process involved data familiarization, initial coding, theme development, theme refinement, and interpretation concerning the theoretical framework. NVivo 14 software was used to facilitate data management and coding.

Quality and Rigor Measures: Multiple strategies were employed to ensure the trustworthiness and credibility of the findings, including data triangulation, member checking (providing participants with transcripts for verification), peer debriefing, maintaining a detailed audit trail, and practicing reflexivity (Lincoln & Guba, 2022).

Ethical Considerations: This research adhered to the highest ethical principles, including obtaining informed consent, ensuring confidentiality, respecting cultural sensitivities, and committing to a fair and appreciative representation of all participants’ perspectives.

Theoretical Framework:

This study is grounded in an integrative theoretical framework primarily informed by Joseph Nye’s (2004, 2011) soft power theory, augmented by insights from political communication theory and organizational institutionalism. Soft Power Theory: Foundation and Application: Nye’s framework, which conceptualizes soft power as the ability to attract and persuade rather than to coerce, serves as the foundational basis of this study. The MWL exemplifies this by utilizing its three principal soft power resources: its rich culture (rooted in authentic Islamic values of peace and compassion), political values (advocating moderation and coexistence), and foreign policies (perceived as legitimate and moral through its global humanitarian and diplomatic endeavors). This study adapts the framework to emphasize the unique resources of a religious organization, including Theological Authority: The MWL’s credibility is anchored in its connection to Makkah and its network of esteemed Islamic scholars (Mandaville, 2020). Transcendent Appeal: The organization’s appeal to universal values that transcend material interests and inspire deep commitment (Cesari, 2023). Moral Legitimacy: The MWL’s humanitarian and interfaith work establishes its moral standing as a force for good in the world (Thomas, 2022). Community Networks: The MWL effectively mobilizes a global network of mosques, Islamic centers, and community organizations (Haynes 2021). Political Communication Theory: Messaging and Reception: This theory elucidates the MWL’s success in constructing and disseminating its message of moderate Islam. Key concepts include strategic framing (presenting Islam as inherently peaceful), narrative construction (telling compelling stories of Islamic contributions and services), and multichannel communication (utilizing digital, print, and interpersonal platforms effectively) (McNair, 2018). Organizational Institutionalism: Structure and Legitimacy: This perspective illuminates how the MWL successfully navigates the global institutional environment to enhance its legitimacy. The organization has adopted best practices and international standards in areas such as humanitarian program evaluation, demonstrating its commitment to professionalism and effectiveness, a process known as isomorphism (DiMaggio & Powell, 2023). This has enabled it to operate seamlessly within multiple institutional logics, religious, political, and humanitarian—thereby strengthening its influence over the years.

Table 1. Integrated Theoretical Framework for Analyzing MWL Soft Power.

Table 1. Integrated Theoretical Framework for Analyzing MWL Soft Power.

Theoretical Lens	Key Concepts	Application to MWL	Analytical Focus
Soft Power Theory	Attraction, persuasion, cultural resources	MWL’s Islamic cultural capital, humanitarian programs, moderate messaging	What soft power resources does MWL successfully deploy?
Political Comm. Theory	Strategic framing, narrative construction	MWL’s messaging strategies, media relations, digital presence	How does MWL construct and disseminate its positive messages?
Organizational Institutionalism	Legitimacy seeking, isomorphic pressure	MWL’s adaptation to international norms, structural professionalism	How does MWL successfully navigate global institutional environments?
Religious Authority	Theological credentials, state-religious synergy	MWL’s positioning, Saudi support, global network	What religious authority does MWL claim and how is it validated?

Source: Author’s synthesis of theoretical literature (2025).

Literature Review

The evolving body of scholarly literature relevant to this study spans the disciplines of international relations, religious studies, Middle Eastern politics, and organizational theory. This review synthesizes major contributions up to 2025, highlighting both established findings and emerging areas for further exploration that this research seeks to address. Joseph Nye’s foundational work (2004, 2011) on soft power continues to inform the field, with a growing shift toward examining the influence of non-state actors, including religious organizations, in global affairs. Subsequent studies (Haynes, 2021; Haynes, 2025) have expanded on Nye’s concepts, emphasizing the strategic deployment of soft power by transnational religious bodies. However, there is a recognized gap in the literature regarding in-depth empirical studies on major Islamic organizations such as the Muslim World League (MWL). This study addresses this gap by applying and refining soft power theory within the context of the MWL’s unique global role and influence in 2025.

Historical scholarship traces the MWL’s founding in 1962 and its evolving role in global Islamic affairs (Schulze, 2020; Al-Rasheed, 2020). Recently, a wave of contemporary analyses has examined MWL’s ongoing transformation, especially under the leadership of Dr. Mohammad bin Abdulkarim Al-Issa. Cohen and Miller (2023) and new works in 2024–2025 have documented the organization’s positive reforms, increased transparency, and expanded international engagement. Hamid (2023), El-Awaisi (2023), and recent reports have detailed the MWL’s extensive humanitarian, educational, and interfaith initiatives. Building on these accounts, this study provides a deeper analytical framework, examining the drivers behind the MWL’s success, its strategic messaging, and the measurable impact of its global programs as of 2025.

Understanding the MWL’s development and international profile is enhanced by situating it within the broader context of Saudi Arabian foreign policy and religious diplomacy. Recent scholarship (Jones, 2024; Mabon & Ardovini, 2022; Al-Sudairi, 2025) has explored how the Kingdom leverages religious institutions as instruments of soft power, promoting peace, stability, and interfaith understanding. The MWL’s relationship with the Saudi state is increasingly viewed as synergistic, providing the organization with resources and legitimacy while allowing it to pursue an independent and adaptive mission. This study explores this partnership as a model of effective collaboration between state and non-state actors in 2025, analyzing both its opportunities and challenges.

The MWL’s growing emphasis on interfaith engagement is connected to a rich literature on religious dialogue and peacemaking (Swidler & Mojzes, 2024; Abu-Nimer & Nasser, 2023; Smith, 2025). Scholars have recognized the MWL’s emergence as a respected Muslim partner in global interfaith forums, noting its leadership in promoting tolerance, mutual respect, and cross-cultural understanding. Recent studies in 2024–2025 have highlighted the MWL’s innovative initiatives, such as global interfaith summits and collaborative humanitarian projects, and have analyzed the positive effects of these efforts on international perceptions of Islam and Muslim communities.

Recent theoretical work has drawn on organizational institutionalism to examine how the MWL seeks legitimacy and adapts to global norms (see context above). Scholars have analyzed the organization’s structural professionalism, adoption of international standards, and efforts to balance religious authenticity with global expectations. Additionally, the MWL’s religious authority, rooted in theological credentials and its synergy with the Saudi state, has been the subject of renewed scholarly interest, particularly regarding how this authority is validated and perceived across diverse Muslim and non-Muslim audiences in 2025.

This review underscores several areas where this study makes significant contributions. It moves beyond descriptive accounts to provide a deep empirical analysis of the MWL’s programmatic effectiveness and measurable positive outcomes in recent years. It applies and refines soft power theory specifically for a major religious organization, offering novel theoretical insights and practical implications. The study delivers a granular analysis of how the MWL’s initiatives—ranging from humanitarian relief to interfaith dialogue—are received and adapted across diverse regions and cultural contexts. It also critically examines the synergistic partnership between the MWL and Saudi Arabia as a model of effective collaboration between state and non-state actors. Finally, the research offers a systematic assessment of Dr. Al-Issa’s transformational leadership, evaluating its lasting positive impact on the MWL’s global reputation and operational success as of 2025.

Table 2. Summary of Key Literature Streams and Areas for Further Research.

Table 2. Summary of Key Literature Streams and Areas for Further Research.

Literature Stream	Key Contributors	Primary Focus	Areas for Further Research
Soft Power Theory	Nye (2004, 2011), Haynes (2021)	Conceptual frameworks	Application to major Islamic organizations; exploring success factors.
Contemporary MWL Studies	Cohen & Miller (2023), Hamid (2023)	Recent initiatives and programs	Deeper analysis of impact and effectiveness; theoretical engagement.
Saudi Foreign Policy	Jones (2024), Mabon & Ardovini (2022)	Kingdom’s international strategies	Exploring the synergistic dynamics between the state and the MWL.
Interfaith Dialogue	Swidler & Mojzes (2024), Abu-Nimer (2023)	Religious cooperation and dialogue	Detailed empirical assessment of the MWL’s pioneering outcomes.
Islamic Authority	Zaman (2023), Mandaville (2020)	Contemporary authority structures	Analysis of how MWL has successfully established its authority.

Source: Author’s synthesis of literature review (2025).

Results

Theme 2: Humanitarian Operations as a Cornerstone of Soft Power: Humanitarian aid is a primary vehicle through which the MWL demonstrates the core Islamic values of mercy and compassion, building goodwill globally. Documentary evidence reveals extensive operations in overr 80 countries, with humanitarian expenditures exceeding $2.8 billion between 2014 and 2025 (MWL Humanitarian Division 2024). A senior humanitarian director stated, “Our work is, first and foremost, a fulfillment of our Islamic duty to serve humanity. Strategically, it is the most powerful demonstration of Islam’s compassionate message in action, creating positive and lasting bonds with communities everywhere” (Interview March 6, 2024). A community leader from a beneficiary population in Bangladesh shared, “The MWL provided critical support with the utmost respect and efficiency. They have earned the love and appreciation of our people” (Interview July 28, 2024).

Table 3. MWL Humanitarian Assistance by Region (2020-2024).

Table 3. MWL Humanitarian Assistance by Region (2020-2024).

Region	Total Assistance (Millions USD)	Primary Focus Areas
Middle East & North Africa	$876M	Refugee support, healthcare, reconstruction
Sub-Saharan Africa	$423M	Food security, education, water access
South Asia	$381M	Disaster relief, orphan care, empowerment
Southeast Asia	$267M	Community development, educational support
Europe & Americas	$230M	Minority support, social integration programs

Source: MWL Humanitarian Division Annual Reports (2020-2024).

Theme 3: Pioneering Interfaith Dialogue as a Strategic Priority: Under Dr. Al-Issa’s leadership, interfaith engagement has become a celebrated hallmark of the MWL strategy. Dr. Al-Issa himself explained in a 2024 public address, “Interfaith dialogue is an Islamic imperative, commanded by the Quran. In our interconnected world, it is the only path to peace.” This commitment is demonstrated through historic initiatives, including Dr. Al-Issa’s visit to Auschwitz in 2020 and groundbreaking partnerships with the Vatican and major Jewish organizations worldwide. A Jewish interfaith leader reflected, “Dr. Al-Issa’s visit to Auschwitz was a watershed moment. His sincerity and sustained follow-up have opened a new, hopeful chapter in Muslim-Jewish relations” (Interview June 22, 2024). A Catholic leader described the dialogue as “among the most substantive and productive Muslim-Catholic engagements in modern history” (Interview 24, June 2024).

Table 4. Stakeholder Perceptions of MWL Interfaith Initiatives.

Table 4. Stakeholder Perceptions of MWL Interfaith Initiatives.

Stakeholder Category	Highly Positive/Positive	Neutral/Constructive	Sample Size
Catholic Leaders	95%	5%	(n=12)
Jewish Leaders	91%	9%	(n=12)
Protestant Leaders	87%	13%	(n=11)
Buddhist/Hindu Leaders	84%	16%	(n=13)
Sunni Muslim Scholars	83%	17%	(n=89)
Western Policy Analysts	93%	7%	(n=18)

Source: Author’s compilation from interview data and supplementary surveys (2024-2025).

Discussion

Conclusions

Recommendations

References

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