The present study aims to explain the capacities of Jihadi Management as a model of transformative governance within the context of the Islamic Awakening and to examine its role in strengthening political legitimacy in Muslim societies. The central question of the research is how, amid intensifying governance crises, declining public trust, and widening state–society gaps in many Islamic countries, Jihadi Management can contribute to the reproduction of political legitimacy and the enhancement of governance effectiveness within the framework of the Islamic Awakening. Employing a descriptive–analytical approach and drawing on the theoretical perspectives of political legitimacy in the works of Max Weber, David Easton, and Seymour Martin Lipset, the study analyzes the relationship between Jihadi Management, governance performance, and political legitimacy in this context. The findings indicate that Jihadi Management is not merely an operational style or a managerial approach limited to crisis situations; rather, it represents an indigenous and civilizational model of Islamic governance shaped within the discourse of the Islamic Awakening. It is grounded in components such as people centeredness, a spirit of service, justice orientation, accountability, organizational agility, problem solving capacity, and field based presence. These components can foster functional legitimacy by enhancing governance effectiveness, increasing public trust, and strengthening social capital.