In models based on religious teachings, especially the Quran and the Nahj al-Balagha, self-control is introduced as a transition from "external control" to "a system based on independence, piety, and internal care," leading the organization toward trust, fairness, and true accountability. Furthermore, developing self-control in managers by creating a committed and ethical organizational culture reduces the likelihood of administrative corruption, abuse of power, and conflicts of interest, and increases the organization's social capital. The purpose of this study is to design and explain the model of self-control in managers from the perspective of the Alawite tradition to guide the behavior of contemporary managers. The research method is qualitative analysis and Grounded Theory. First, keywords related to managerial self-control were searched using the Alawi Encyclopedia software, and then coded in three stages using the Strauss and Corbin approach. From a total of 221 statements related to managers' self-control, 194 primary concepts and 25 main categories were extracted using theoretical and purposive sampling. Among the identified categories, the techniques of delaying the manager's response were selected as the most frequent central phenomenon, and the relationship of other categories to this phenomenon was examined.