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Leadership Theory, Practice, and Personal Development in the Middle East 1 LEADERSHIP THEORY, PRACTICE, AND PERSONAL DEVELOPMENT IN THE MIDDLE EAST By (Name) The Name of the Class (Course) Professor (Tutor) The Name of the School (University) The City and State where it is located The Date
Leadership Theory, Practice, and Personal Development in the Middle East 2 Leadership Theory, Practice, and Personal Development in the Middle East Introduction According to Shaya and Khait (2017), leadership is vital in the Middle Eastern scenario characterized by colorful scenery. Considering the dynamic social setup of the place as well as changing economic scenario creates an exciting opportunity for analyzing leadership concepts in practice. Leadership must be understood in order to develop a good governance system and promote development in the Middle Eastern setting. According to Brody (2018), Middle East is like a patchwork or “a mosaic” of cultires, languages, and traditions, which make it a very complex place for leadership. Leadership dynamics are situated within contexts created by historical legacies, geopolitical influences, and socio-economic factors. Discussing aspects of leadership in such a scenario offers insight into how leaders deal with obstacles, partner-up, and transform the same organization or community. Leadership theory is a guideline to people in leadership position as they steer their way through decision making, team building and organization culture. It is important to have an understanding of leadership in the Middle East, where some traditions overlap with modernity. Leadership is not just about personality or authority, but also understanding of the dynamics of organizational behavior, motivation, and strategy (Alimo‐Metcalfe, 2013). As the Middle East continues to witness rapid economic growth and globalization, leaders must be equipped with a diverse set of skills to address the challenges and opportunities presented by a rapidly changing landscape (Shifting Organizational Leadership Perspectives: Smith (2011, Overview of Leadership Theories – ProQuest, nd)). Application of leadership theories in organizations can lead to effective decisions, motivated employees and overall profitability and continuity of
Leadership Theory, Practice, and Personal Development in the Middle East 3 enterprises. Recognising the value of leadership theory in relation to building an organisational culture sensitive to the prevailing regional socio-cultural dynamics. This study seeks to establish the connection between leadership and theories, practice, and self- actualization within the social context of the Gulf countries. This study aims at presenting a comprehensive understanding about what leadership theories could work best for enhancing organizational success and enabling each individual development in the field of practice, particularly focusing on some issues and opportunities leaders face within their profession. The study will offer valuable information to researchers and practitioners interested in the changing landscape of leadership in the Middle East through a comprehensive analysis of case studies, good practices, and latest developments. LEADERSHIP THEORETICAL MODEL SYNTHESIS PART I. Critical Evaluation of Leadership Theory Modern Leadership Theory It is also important to mention that modern leadership theory was developed in line with the complexity and diversity of today’s world. However in the middle-east, leadership theories should be applied with due consideration of local culture and contextual situations as stated by,
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Leadership Theory, Practice, and Personal Development in the Middle East 4 Benmara and Agboola (2021). Many modern-day leadership models serve as guidelines of leadership encompassing transformational, adaptive, and democratic styles. An example is that of transformational leadership which has become popular in the Middle East as per Samanta and Lamprakis (2018) based on the fact that it focuses on inspirational and motivational followers’ orientedness towards visions. The quality of having an attractive vision that cuts across the various cultures in the region cannot be over emphasized. Moreover, situation leadership models highlight the necessity of adjusting styles depending on the scenario, supporting its dynamic character in the Middle East. Key Contributors and Concepts Modern leadership theory has been largely driven by a number of contributing factors, some of which remain applicable in the Middle East context, Benmira and Agboola, 2021. The thoughts of the early followers in transformational leadership, such as James MacGregor Burns and Bernard Bass are invaluable resources that offer insights into motivating and mobilising people towards a common goal. Situational leadership theorists, including Paul Hersey and Ken Blanchard have contributed equally important findings. It is vital to note that their attention towards fitting leadership style, to the changing demands of followers and surrounding situations, is especially important for the Middle East. Considering the complex weft of cultures and multi-organizational contexts of the area, an agile approach on management becomes necessary (Mcclanahan, 2019). As suggested
Leadership Theory, Practice, and Personal Development in the Middle East 5 by Hersey and Blanchard’s situational leadership model, leader needs to know how best they can fit in their ever changing surroundings characterized by diverse cultures, dynamics environment, as well as other challenges (Papworth et al., 2009). It is an adaptive way which leaders make sure that practices are responsive to ensure good communication and decision making according to the prevailing conditions. Furthermore, servant leadership, as introduced by Robert K. Greenleaf, is widely embraced by the Middle Eastern culture that emphasizes on modesty and devotion (Goodson, McGee and Cashman, 1989). According to Hunt and Fedynich (2019), those leaders who have a concern for the welfare of their teammates and surrounding people are servant leaders that build an atmosphere based on mutual confidence and cooperation. This underlines the leadership style as humble, servitude being a cultural ethos promoting a communal welfare and shared responsibility (Aldulaimi, 2021). The leaders in the Middle East can embody servitude characteristics in order to foster relations with the team members, inculcate healthy and safe cultures for working, as well as create cohesive and supportive communities towards organization development. Traditional hierarchical structures remain important constituents of the organizational structure in a complex Middle Eastern setting characterized by a mix of conventional and modern values (Dhingra & Chattopadhyay, 2016). This provides context in which transactional leadership, centered on hierarchy of authority and reward/punishment approach on motivation and performance still hold (Aljumah, 2023). The works of scholars like Max Weber and Bernard Bass among others are crucial in explaining the intricacies of transactional leadership that is
Leadership Theory, Practice, and Personal Development in the Middle East 6 deemed effective within particular organisational realms that exist commonly in the Middle East (Johns et al., 2013). With such dynamism, cultural traditions shaping organisational dimensions; transactional leadership offers structured and known-to way, corresponding to hierarchical expectation, becomes beneficial for leading through complexity of the Middle East. In accordance with Jowah’s research (2020), transactional leaders in the Middle East adopt a deliberate approach of sustaining order, relying on extant hierarchies to effect organizational goals. involve. This leadership style is in line with cultural expectations, it clearly defines roles and responsibilities and gives awards for achievements and negative consequences for any violations, which creates stability within the organization (Aljaimah 2023). Transactional leadership provides practical means that the Middle East leaders can use to address organizational problems without violating their established traditions regarding hierarchy and other social cultures (Dhar et al. 2022). This strategy enhances governability while recognizing and involving cultural components thus providing for peaceful organization within the context of the Arab world. The factors that need to be considered in the Middle East. According to Aldulaimi (2021b), various contextual factors shape leadership efficacy in the Middle East. Leaders who must achieve meaningful results in their organisations and communities should understand these factors and navigate through them. Cultural Diversity and Tradition
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Leadership Theory, Practice, and Personal Development in the Middle East 7 In this respect, the Middle East is made up of various cultural mosaics, whereby every culture bears its distinct value system, norms and customs as described by Aldulaimi (2021b) . However, in the area of leadership, acknowledging and accepting this diversity is not just an option; it’s imperative. They have to understand that this diverse cultural tapestry underpins the existence of the groups they lead in the Middle East. As stated by Jamali, Abdallah & Hmaidan (2010), culture penetrates beneath skin level of ethnicity; where it has roots of different languages traditions. A good leader should understand that there is this diversity in the group and he must put in place a conducive atmosphere that embraces multiple cultural points of view. In this case, it is more than just a tolerance but a reflection of their strength from diverse perspectives (Jamali, Abdallah and Hmaidan, 2010). In this case, it is necessary to foster cultural intelligence. Besides having a superficial knowledge, leaders must be able to go beyond it in order to conduct cross cultural relations proficiently.(Dhingra & Chattopadhyay, 2016). This implies that cultural intelligence goes beyond recognizing dissimilarities; it is all about bridging the gap, trust development, mutual understanding, and a common perspective. It means changing the language used for communication, making decisions, and applying certain leadership techniques in harmony with the aspects specific in the team’s culture. By placing emphasis on cultural intelligence leaders ensure that people experience a sense of belonging and appreciation, thus resulting in increased participation and cooperation among team members (McClanahan, 2020). Navigating cultural diversity is more than a leadership attribute; it is a strategic necessity. In this region, harmonizing
Leadership Theory, Practice, and Personal Development in the Middle East 8 numerous culturally diverse aspects could provide the crucial path toward unlocking organizational triumph. Leadership that works well should also recognize and incorporate the traditions. It is not uncommon for tradition to form an important basis of reference on which decisions and relationships are made. The subtlety involved in leading change while maintaining cultural legacies is something leaders have to grapple with. The middle-eastern leadership is not a straightforward affair; it must be based on an understanding of the cultural pluralism and the traditions of this area. Through such perception, appreciation, and intertwining of cultural practices with leadership approaches, leaders can promote a harmonious diversity-rich atmosphere, which respects both uniqueness and traditions. By doing this, they help in leadership effectiveness and at the same time they contribute towards making the Middle East an exotic and fascinating entity. Socio-Economic Landscape As noted by Dharmawan et al. (2020), the Middle East is one of the most complex socio- economic zones, where a combination of speedy progress and entrenched difficulties takes place. Those, who lead through this complicated territory should have an understanding regarding the intricacies of the economic process that supports equality and development. As observed by Malek and Verburg (2017), the Middle East has undergone tremendous transformations and economic growth in the last decades.P The nations in the area have put a lot of effort into diversification of the economy with a focus on curbing dependence on oil as well as
Leadership Theory, Practice, and Personal Development in the Middle East 9 embracing innovations. The rapid changes that have taken place in this sector have caused the growth of vibrant sectors, improved infrastructures and increased globalization. The middle east leaders must not be reactionary about this. They should act proactively to embrace the opportunities that come with the growth of these industries. This will drive economic diversification and technology enhancement in both organizational and national matters. The region has however been besieged by socio-economic challenges. Unsurprisingly, there are high levels of inequality of earnings, unemployment, and unequal access to educational institutions as well as healthcare facilities in most countries across the globe. These problems need to be handled by leaders in a humane way and understanding that it is not all about economic growth but also social development. Narrow concentration on the economic indices could be more damaging because it may aggravate already existing differences creating social volatility. Lin and Rosenblat assert that, successful leaders in the middle east should be master at balancing search for innovations and economic develop towards redressing social ills. There should hence be creation of a conducive economic setting that accommodates every category of people. The leaders should drive programmes geared towards education and skill development so that the labor force takes part and contributes to the changing economy. In addition, it is important for responsible leadership towards sustainability that focuses in the income equality and health care provision aspects.
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Leadership Theory, Practice, and Personal Development in the Middle East 10 According to Issawi, 2013, a leader should guide his organization and nation towards the path of sustainability. Such measures include conservation of the environment, observing ethics within the business framework, and committing corporate social responsibility (p. 4). Sustainable development ensures economic sustainability while protecting the environment and social well being on a life-long basis. Issawi writes that leading in the Middle East requires an all- encompassing approach, which recognizes this complicated economic context. Achieving sustainable and inclusive growth requires effective management of the complexities associated with rapid development at a time when leaders are committed towards achieving such progress. They can ensure that the Middle East is resilient and prosperous for its people, where leaders must strike a balance between economy and social welfare. Geopolitical Influences According to a study by Kausch (2015), The Middle East is a geopolitical crossroad whose past legacies are still influencing today’s regional conflicts. In this context, leaders operate in a complicated scenario where they need to manage their way around geopolitical complexities by achieving the right balance between global connections and regional sentiments. Successful leadership requires recognizing that the Middle East’s past and contemporary issues determine the current context (Güney and Gökcan, 2010). Firstly, the leaders should always focus on understanding what is happening across the globe since they have been mandated to harmonize the concerns and needs of the local people, as well as those belonging to various nations.
Leadership Theory, Practice, and Personal Development in the Middle East 11 They have geopolitical awareness that enables them make informed decisions which consider organizational and community at large factors in such a complex environment (Güney & Gökcan, 2010). Being the leader entails being able to deal with the geo-political complexities such as the impacts of world economy and the regional security. Further, promoting diplomacy is among the tasks the leader undertakes. The awareness will ensure the sustainability of their organization. The organization is an important actor that shapes the future direction towards. A model for leadership in the Middle East. Having evaluated the leadership theories and considered the specific contexts in the Middle East, the development of a new model becomes essential. The model combines the advantages of different styles of leadership by showing that adaptation is needed, a culture sensitive approach, as well as global outlook on any region. Transformational Leadership as the Foundation Transformational leadership at its heart forms the basis for the conceptualized model. According to Arain et al. (2018), a leader should be able to express his vision, motivate other people’s participation toward the realization of the vision, and cultivate a culture of innovation that can drive the vision toward its completion in the Middle East where there exists diversity They have a much more in-depth conversation about their needs and aspirations and how they line up with those of the organization as a whole. Transformational leadership stands out as the pivotal basis for the synopsis of leadership models, which has become the dominating concept in the vibrant
Leadership Theory, Practice, and Personal Development in the Middle East 12 global setting of the Middle East, according to Croissant and Hayes (2015). Transformational leadership encompasses the ability to articulate an emphatic vision, inculcating tenacity and fostering a culture founded on innovation-centricity. In the intricate social context of the Middle East characterised by multiple cultures and intense structural changes, such isleader model becomes particularly important (Smith et al., 2012). Transformative management strategy transcends conventional managerial thinking and connects the personal dreams of team members in sync with overall company objectives. Transformational leadership appears in the scholary discuss not simply as a manageral strategy but as basic driver for innovations and resistance, which develops strong cultural organisation within the challenges of region. Situational Adaptability However, in this case, the middle eastern countries are complex with many cultures but the leaders have to be flexible for effective governance. The dynamic nature of this strategy requires leaders to skillfully adjust their style depending on the special needs of individual teams and different challenges that are inherent in the diverse settings Mohmmed et al. (2020). Leaders must pay keen attention to the nuances in one culture or another because they will find such differences throughout the Middle East region, where there exist dozens of sub-cultures within an already complex and ever changing organisational context. The leader transforms into a chameleon that effortlessly transitions to different functions including directing, coaching, supporting, and delegation within situation leadership. The flexibility is what makes them adaptable, given that the fluid environment pervades the
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Leadership Theory, Practice, and Personal Development in the Middle East 13 organization in the Middle East according to Kabasakal (2001). Situational adaptivity exceeds traditional leadership paradigm; it is a sort of orchestra leadership where leaders become conductors whose approach to each company’s symphony concurs. In such a dynamism, leaders showcase their shrewdness and synchronize their teams with the flowing beats to attain coherence. Cultural Intelligence and Servant Leadership There are elements of culture intelligence and concepts found in servant leadership into the embedded-synthesized leadership model; according to Mittal and Dorfman (2012). In this regard, leaders rise above ordinary thinking wherein they serve as cultural guardians focusing on deeper comprehension of different cultural beliefs. Building bridges out of this deliberate focus on cultural intelligence is at the core of trust and inter-connectivity. Moreover, the model exhibits a nod towards servant leadership’s principles thus making it more ethereal. Many communities have their deep ethical values embedded on them regarding humility and service. This resonance goes beyond just some organizational structures within societies but rather creating a sense of togetherness. Instead, the leader embodies the principles of servanthood, thus going beyond being merely the boss. This synthesized leadership model in the literary explorations becomes a strategic necessity besides a musical tribute to the multicultural subtleties inherent to leading in the region of the Middle East.
Leadership Theory, Practice, and Personal Development in the Middle East 14 Evaluation of Leadership Practice in ABC Ltd (Section 2) Leadership Practice in the Organization Overview of Organizational Leadership Structures The leadership architecture of ABC Ltd reflects modern organizational governance and exhibits flexibility as well as cooperation. A commitment of inclusiveness and shared decision- making sits well within a hierarchical model.# the organization recognizes different people’s talents and opinions that promote creativity as well as new ideas into the company (Hadid, 2019). The leadership culture includes open streams of communication covering top-down commands and bottom up suggestions that are responsive and accountable. Synthesized Leadership Model and the organization. For Middle East, ABC Ltd. has applied a customized synthesized leadership model that is incorporated in its operations as part of their values and objectives (Leenawong, 2011). Transformational leadership is put in the frontline whereby leaders foster a common vision and work culture of permanent change. ABC Ltd’s innate situational flexibility enables it to respond appropriately to varied team demands and navigate the obstacles in an ever-changing world for business. Understanding ABC Ltd’s leadership practices, cultural intelligence is a benchmark. It strengthens teamwork and also promotes good workplace relations. Servant leadership principles are evidenced in leaders’ care for the welfare and development of their teams that build up a sense of common goal and respect between them. A comparison with other competitors both local or global.
Leadership Theory, Practice, and Personal Development in the Middle East 15 The company stands out from local and international competitors because of a whole- system and responsive leadership perspective. ABC Ltd opts for a more sophisticated organizational style that draws on transformational leadership principles, situational adaptation as well as cultural sensitivity to overcome some rivals who are loyalists of conventional pyramidal structures. ABC Ltd’s leadership practices are in tandem with current trends on the global stage where diversity and inclusiveness are acknowledged drivers for success (Small, 2021). Through this synthesized model, the organization is able to maneuver the complexities of the middle east market, knowing what makes it different. ABC Ltd’s focus on cultural intelligents and inclusion offers competitive advantage at the local level that is defined by diverse cultures. These leadership practices do not only meet the international benchmarks on effective leadership, but also fit with expectations and values held by the local labor force and society at large. The developed synthesized model of the company’s leadership practices places ABC Ltd in an advantageous position compared to the rivals since in substance this makes it a progressive and an adaptable organization. Thus, such strategic alignment improves competitors and ensures the sustainable development and success of a firm in changing business circumstances. The effect of leadership styles on people, performance and productivity. Positive Traits of ABC Ltd
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Leadership Theory, Practice, and Personal Development in the Middle East 16 Its leadership is exemplary with numerous salable attributes which ultimately aid in the company’s success. (ABC Ltd boasts some noteworthy aspects of effective leadership which ultimately make a huge difference to the overall business success). Transformational leadership principles are at the heart of the company’s leadership strategy. The approach has developed an enabling environment for employees who are more than followers, but they are the contributors as well. This type of leadership is based on a transformational approach consisting of the ability to envision new things while at the same time driving workers’ emotions (Setiawan et al., 2021). This way employees have a feel of purpose that align with the organizational objectives that lead to increased productivity and job satisfaction. Situational Adaptation” forms a part of ABC’s strengths as indicated by Asamani et al., (2016). Such flexibility enables the organisation for successful navigation of the complex and unpredictable business world. However, company managers always recognize that there are no uniform leadership styles which can be used for several teams or projects. In this way, ABC Ltd customized their leadership style to specific conditions so that they do not become generalists (one size fits all). Flexibility within an organization leads to a culture of resiliency where, in turn, the leadership will be responsive to these issues. Another outstanding feature is cultural intelligence at ABC ltd. Leaders are highly aware of people’s cultural backgrounds that is very important aspect nowadays in the world where everything becomes globalized. Therefore, this cultural intelligence enhances teamwork by creating a congenial environment that makes everyone count irrespective of the various cultures. For example, ABC Company proves itself to be culturally competent by adapting to specific
Leadership Theory, Practice, and Personal Development in the Middle East 17 cultural nuances in the Middle East market. Consequently, it makes operations easier and helps in cementing the organization’s reputation as a culturally sensitive firm in the region. Besides, ABC Ltd operates within the confines of servant leadership principles highlighted in Savage-Austin and Honeycutt (2011) which emphasizes employee welfare and growth. This approach is genuine interest in the total development of an employee, not just a task related role. The focus of these teams’ professional and personal growth by organizational leaders creates an atmosphere that encourages worker morale and self esteem. Servant leadership focuses into improving employees’ happiness, which is very vital in keeping of talents, since employees will always stick to a company which invests on them and make them grow. Despite being a trait of a good and effective leader as evident with ABC Ltd., one should recognize that even the best companies encounter difficulties (Prosser, 2010). Although this hierarchical structure is inclusive, the communication barrier could prevent free ideas flowing and consequently impair innovations. Moreover, the focus on transformational leadership although commendable should be combined with transactional requirements for effective accomplishment of objectives. First, it is necessary to accept that these challenges exist and then endeavor to improve upon the current leadership structure in order to address them. Negative Traits of ABC Ltd Despite having several natural advantages, as Parris and Peachey indicate in 2012 “In leadership terms, ABC Ltd faces some tough decisions”. Although designed with inclusion of all
Leadership Theory, Practice, and Personal Development in the Middle East 18 levels in mind, the current hierarchal structure can pose barriers for free flow of information and expression (Marx, 2015). On the other hand, although hierarchical framework makes a workplace stable and gives clear lines of management authority there is also a danger of inhibiting creativity or innovative problem-solving within work places where there may be perceived barriers to giving one’s opinion at lower levels. This calls for the adoption of a transitional approach whereby the organization evolves into a flattened system of structure. Communication barriers can be alleviated significantly by promoting an open and transparent organizational structure comprising of a flat hierarchy. Besides demolishing communication barriers, the above structural shift gives power to employees across different levels thereby making the organization flexible and quick. In addition, the recent leadership focus on transformational leadership, which is about inspiring and giving direction, is surely crucial (Marx, 2015). Although, an inclusive leadership approach require to be blended with the transactional components. Transformational leadership inspires and encourages new ideas within a team, while incorporating transactional factors helps to define certain standards of expectation and makes each person accountable. The balance of both types of leaderships is key for maximizing company efficiency. To this end, it offers an organized platform through which motivated moves are converted into usable proposals resulting in improved productivity and achievement of objectives. In this regard, ABC Ltd may also need to make substantial investments in leadership development programs aimed at increasing the leaders’ adaptability. These should not be limited to general leadership skills but should also cover cultural intelligence and adaptive leadership in
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Leadership Theory, Practice, and Personal Development in the Middle East 19 addition to effective communication. Future proofing of ABC leadership consists in building up the skills of their current leaders and development of potential successors. Finally, ABC company should institute a system of feedback from workers in different positions on its effectiveness as a leading company. In summary, constructive feedback is an indispensable instrument for measuring and improving of leadership practices. In essence this cycle confirms how a changing environment influences the leadership of an organization while ensuring the constant development towards betterment. Despite the fact that ABC Ltd’s leadership has good features it should take a proactive position towards the challenges that were identified (Parris & Peachy, 2012). A more adaptable and efficient leadership paradigm is gradually put in place through the transition to flat organizational structure, careful maneuvering between transformational and transactional leadership, strategic investment in leadership development, and building in strong feedback mechanisms. Recommendations for Future Leadership Strategy These are among key suggestions to uplift ABC’s leadership strategy. The first strategy is creating a less hierarchal organizational structure that will foster an open atmosphere as well as ease in communication and development of creativity. Additionally, there is need for balance in transformational and transactional leadership. Transformational leadership motivates teams; transactional leadership brings clear expectations into play and addresses tasks associated with visionary and task oriented aspects for optimum organizational success. Finally, investing in leadership development programs. The programs should look into cultural intelligence, adaptive
Leadership Theory, Practice, and Personal Development in the Middle East 20 leadership as well as effective communication for enhancing the skills of existing leaders as well as prepare emerging ones. Thirdly, it is crucial to create constant feedback channels from employees of all levels if organizations are to keep evaluating and refining their practices based on shifting demands. Although ABC Ltd has positive leadership characteristics, following the strategic suggestions will strengthen it as a flexible and successful corporation that can survive in the dynamic market. Section 3 – Personal Reflection on Leadership Development Historical Development of Leadership Capabilities While thinking about how my abilities as a leader came to be, there are numerous aspects that have contributed significantly toward it. My first experience of leadership was in the early days when I was schooling and involved in other extra-curriculum activities. Taking up positions such as the team’s captain and project leader, emphasized the significance of good communication, working together and leadership skills as well as influencing and encouraging a mixed group towards shared objectives. The benefit of associating with these mentors who demonstrated great leadership qualities cannot be understated. The way they arrived at decisions, communicated, and the ethics of their leadership affected my philosophies in relation to leadership. I learned much about leadership by observing how my mentors guided me in mentorship relationships and it was quite enlightening.
Leadership Theory, Practice, and Personal Development in the Middle East 21 In this regard, overcoming challenges and hard-times have played a great role in my leadership development pathway. It is thanks to these obstacles I am tough, flexible and can resolve problems. My development required learning to lead during uncertainties and how to stay focused amid hardships. Looking back on my leadership development, my personal experiences intersect with academic leadership theories offering an excellent basis for analysis and improvement. Samanta and Lamprakis (2018) describe how transformational leadership was visible in my statement that emphasised inspiration and motivation for a common goal among team members. Transformational leadership aligns individual aspirations with organisational goals has been my practice which was consistent with transformational leadership. I have used implicit situation leadership through my natural experiences. The principle of situational leadership is founded on adopting my leadership style depending on the peculiarities of a particular situation and team dynamics. It has been crucial for coping with diversity challenges underpinning varying circumstances. The servant leadership values of humility and service have had an impact on my focus upon the health and growth of a team. This is the essence of servant leadership that seeks to provide support through making the workers feel valued and a sense of belonging. Marq has incorporated some features of the transactional leadership like making clear expectations as well as identifying achievements in my leadership style. Efficiency of organizational structure and achievement of goals hinge upon striking a balance between transformational inspiration and transactional components.
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Leadership Theory, Practice, and Personal Development in the Middle East 22 These academic studies gave me a theory which filled up and deepened on my experiences which were practical. Having been exposed to leadership literature, I have come across many different concepts involved in leadership which have helped me critique and improve my ways of leading while incorporating proven theories and models.ICENSED TO THE PUBLIC FOR FREE Through a constant process of growth, I combine these personal experiences and academic theories. In this regard, real world challenges have played an important role in cultivating a leadership approach that is responsive, adaptable, and compatible with my organizations’ and teams’ shifting imperatives. The reflective process helps me to move ahead in order to develop myself further regarding my skills towards leading people. Analysis of the personal leadership model and ABC organization. I have applied my personal leadership model in the ABC organization and, so far, it has been successful. Transformational leadership suits well for the organizational vision, promoting innovations and commitment in team members. # It provides for a situationally adaptive or responsive leadership that is applicable in diverse project/team scenarios. Incorporation of cultural intelligence helped in collaboration especially multiculture environment (Samanta and Lamprikis, 2018). Servant leadership has fostered a positive working culture translating into increased employees’ satisfaction and teamwork. They also have a transactional element on clarity of expectation and effective goals’ attainment. In general, my personal leadership model exhibited fit with the organization and helped to create an effective workplace that assisted in achieving strategic goals. Consideration of the Present Situation and Indication of Future Developments.
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Leadership Theory, Practice, and Personal Development in the Middle East 23 My personal leadership model provides adequate support for the evaluation of the current situation as leading towards personal and organizational development in the future. Adaptability and the need for continuous improvement go along very well with the turbulent character of the sector and ever changing interests of the organization. A prioritization of cultural intelligence will enable me face up to future challenges as I find myself in a diversifying world setting. My leadership model which emphasizes on transformational inspiration and strategically adaptable is compatible with the vision for a sustainable growth and success as the organization aims to increase its market share. How a Leader should develop further. Strategic approach should be taken for more development of a leader. First, continuous learning on new leadership theories and the changing market will make me ready to face new challenges. It is imperative that you seek mentors in the form of senior leaders inside or outside your organization who know what must be done to succeed. Moreover, creating cross-functional collaborative environments in the firm will help me appreciate other people’s views improving my leadership skills. Placing a strong emphasis on emotional intelligence during leader exchanges will improve inter- personal relations, and teamness. Seeking constructive information on oneself by asking for the feedback proactively from colleagues as well as the superior will help in improving. The organization needs to build a higher level of decision making which will help to sail it through
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Leadership Theory, Practice, and Personal Development in the Middle East 24 the future problems. Finally, taking part in leadership development programs and workshops will refine some leadership competences making sure comprehensive and perpetual improvement of one’s leadership capabilities. Therefore, through the application of these steps, I intend to improve my leadership skills for a more successful future both personally and as an organization.
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Leadership Theory, Practice, and Personal Development in the Middle East 25 References Aldulaimi, S.H., 2021a. Rational Leadership for the Middle East: a Multiple Competencies model,' Journal of Asian Finance, Economics and Business , 8(4), pp. 687–697. Aldulaimi, S.H., 2021b. Rational Leadership for the Middle East: a Multiple Competencies model,' Journal of Asian Finance, Economics and Business , 8(4), pp. 687–697. Alimo‐Metcalfe, B., 2013. A Critical Review of Leadership Theory,' Online Library , pp. 13–47. Aljumah, A., 2023. The impact of extrinsic and intrinsic motivation on job satisfaction: The mediating role of transactional leadership,' Cogent Business & Management , 10(3). Arain, G.A. et al. , 2018. Top-Down knowledge hiding in Organizations: An empirical study of the consequences of supervisor knowledge hiding among local and foreign workers in the Middle East,' Journal of Business Ethics , 164(3), pp. 611–625. Arar, K. et al. , 2017. The Characteristics of Educational Leadership in the Middle East,' WILEY , pp. 355–373. Asamani, J.A. et al. , 2016. Do leadership styles influence productivity?' British Journal of Healthcare Management , 22(2), pp. 83–91. Benmira, S. and Agboola, M. 2021. Evolution of leadership theory,' BMJ Leader , p. leader- 000296. Brody, D.L. 2018. Constructing early childhood curriculum and assessing young children in Israel’s mosaic of cultures,' in Springer international handbooks of education , pp. 1191– 1210.
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Leadership Theory, Practice, and Personal Development in the Middle East 26 Burton, G., 2020. Political time and leadership in the Middle East: an analysis of 22 prominent leaders,' British Journal of Middle Eastern Studies , 49(2), pp. 285–304. Cleveland, W.L. and Bunton, M., 2018. A history of the modern Middle East , Routledge eBooks . Croissant, A. and Haynes, J., 2015. Twenty years of studying democratization . Dhar, B.K. et al. , 2022. Mediating role of strategic flexibility between leadership styles on Strategic Execution: A study on Bangladeshi private enterprises,' Global Journal of Flexible Systems Management , 23(3), pp. 409–420. Dharmawan, A.H. et al. , 2020. Dynamics of Rural Economy: A Socio-Economic understanding of oil palm expansion and landscape changes in East Kalimantan, Indonesia,' Land , 9(7), p. 213. Dhingra, M. and Chattopadhyay, S., 2016. Advancing smartness of traditional settlements-case analysis of Indian and Arab old cities,' International Journal of Sustainable Built Environment , 5(2), pp. 549–563. Djordjević, P. et al. , 2018. Impact of leadership on strategic planning of quality,' Total Quality Management & Business Excellence , 31(5–6), pp. 681–695. https://doi.org/10.1080/14783363.2018.1490176. Fearon, J.D., 2003. Ethnic and Cultural Diversity by Country,' Journal of Economic Growth , 8(2), pp. 195–222. Goodson, J.R., McGee, G.W. and Cashman, J.F., 1989. 'Situational Leadership Theory,' Group & Organization Studies , 14(4), pp. 446–461. Güney, A. and Gökcan, F., 2010. The ‘Greater Middle East’ as a ‘Modern’ geopolitical imagination in American foreign policy,' Geopolitics , 15(1), pp. 22–38.
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Leadership Theory, Practice, and Personal Development in the Middle East 27 Hadid, W., 2019. Lean service, business strategy and ABC and their impact on firm performance,' Production Planning & Control , 30(14), pp. 1203–1217. Hunt, T. and Fedynich, L., 2019. Leadership: past, present, and future: an evolution of an idea,' Journal of Arts and Humanities , 8(2), pp. 22–26. Issawi, C., 2013. An economic history of the Middle East and North Africa , Routledge eBooks . Jamali, D., Abdallah, H. and Hmaidan, S., 2010. The challenge of moving beyond rhetoric,' Equality, Diversity and Inclusion: An International Journal , 29(2), pp. 167–185. Johns, T. et al. , 2013. Agricultural biodiversity as a link between traditional food systems and contemporary development, social integrity and ecological health,' Journal of the Science of Food and Agriculture , 93(14), pp. 3433–3442. https://doi.org/10.1002/jsfa.6351. Jowah, L.E.D., 2020. The impact of transactional leadership as a strategic imperative in project execution at a mobile company in the Gaza Strip, Palestine . https://etd.cput.ac.za/handle/20.500.11838/3211. Kabasakal, H., 2001. Introduction to the special issue on leadership and culture in the Middle East . Kausch, K., 2015. Competitive multipolarity in the Middle East,' International Spectator , 50(3), pp. 1–15. Kellis, D.S. and Ran, B., 2012. 'Modern leadership principles for public administration: time to move forward,' Journal of Public Affairs , 13(1), pp. 130–141. Kesting, P. et al. , 2016. The impact of leadership styles on innovation - a review,' Journal of Innovation Nanagement , 3(4), pp. 22–41. Kuran, T., 2004. 'Why the Middle East is Economically Underdeveloped: Historical Mechanisms of Institutional Stagnation,' Journal of Economic Perspectives , 18(3), pp. 71–90.
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Leadership Theory, Practice, and Personal Development in the Middle East 28 Leenawong, M., 2011. The Initial Impact of Organizational Development Interventions on Leadership, Teamwork, and Reward System upon Employee Satisfaction and Motivation: A Case Study of ABC Sales Co., Ltd. http://www.assumptionjournal.au.edu/index.php/AU-GSB/article/view/432. Lin, J.Y. and Rosenblatt, D.H., 2012. 'Shifting patterns of economic growth and rethinking development,' Journal of Economic Policy Reform , 15(3), pp. 171–194. Malek, Ž. and Verburg, P.H., 2017. 'Mediterranean land systems: Representing diversity and intensity of complex land systems in a dynamic region,' Landscape and Urban Planning , 165, pp. 102–116. Marx, T.G., 2015. 'The impact of business strategy on leadership,' Journal of Strategy and Management , 8(2), pp. 110–126. McClanahan, K., 2020. 'Viva la evolution: Using dual-strategies theory to explain leadership in modern organizations,' Leadership Quarterly , 31(1), pp. 101315. Mittal, R. and Dorfman, P.W., 2012. 'Servant leadership across cultures,' Journal of World Business , 47(4), pp. 555–570. Mohmmed, A.O., Khidhir, B.A., Nazeer, A. and Vijayan, V.J., 2020. Emergency remote teaching during Coronavirus pandemic: the current trend and future directive at Middle East College Oman. Innovative Infrastructure Solutions, 5, pp.1-11. Olayisade, A. and Awolusi, O.D., 2021. 'The effect of leadership styles on employee’s productivity in the Nigerian oil and gas industry,' Information Management and Business Review , 13(1(I)), pp. 47–64. Papworth, M., Milne, D. and Boak, G., 2009. 'An exploratory content analysis of situational leadership,' Journal of Management Development , 28(7), pp. 593–606.
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Leadership Theory, Practice, and Personal Development in the Middle East 29 Parris, D.L. and Peachey, J.W., 2012. 'A Systematic Literature review of Servant Leadership Theory in Organizational contexts,' Journal of Business Ethics , 113(3), pp. 377–393. Prosser, S., 2010. 'Opportunities and tensions of servant leadership,' in Palgrave Macmillan UK eBooks , pp. 25–38. Safonov, Y., Maslennikov, Y. and Lenska, N., 2018. 'EVOLUTION AND MODERN TENDENCIES IN THE THEORY OF LEADERSHIP,' Baltic Journal of Economic Studies , 4(1), pp. 304–310. Samanta, I. and Lamprakis, A., 2018. 'Modern leadership types and outcomes: The case of Greek public sector,' Management : Journal of Contemporary Management Issues , 23(1), pp. 173–191. htt Savage-Austin, A.R. and Honeycutt, A., 2011. 'Servant Leadership: A Phenomenological Study of Practices, Experiences, Organizational Effectiveness, And Barriers,' Journal of Business & Economics Research , 9(1). Setiawan, R. et al. 2021. 'The Impact of leadership styles on employee’s productivity in Organizations: A Comparative study among leadership styles,' Social Science Research Network [Preprint]. Shahin, A.I. and Wright, P., 2004. 'Leadership in the context of culture,' Leadership & Organization Development Journal , 25(6), pp. 499–511. Shaya, N. and Abu Khait, R., 2017. Feminizing leadership in the Middle East: Emirati women empowerment and leadership style. Gender in Management: An International Journal, 32(8), pp.590-608. Shifting Organizational Leadership Perspectives: An Overview of Leadership Theories - ProQuest (no date).
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Leadership Theory, Practice, and Personal Development in the Middle East 30 https://www.proquest.com/openview/3fc68bff16b1b58b71ccd353a07fe855/1?pq- origsite=gscholar&cbl=51667. Small, V. and Small, V., 2021. Managing the ABC. Strangling Aunty: Perilous Times for the Australian Broadcasting Corporation, pp.119-218. Smith, W.K., Besharov, M.L., Wessels, A.K. and Chertok, M., 2012. A paradoxical leadership model for social entrepreneurs: Challenges, leadership skills, and pedagogical tools for managing social and commercial demands. Academy of Management Learning & Education, 11(3), pp.463-478. https://doi.org/10.5465/amle.2011.0021. Worldly leadership. 2012. Palgrave Macmillan UK eBooks . https://doi.org/10.1057/9780230361720.
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