Introduction Leadership is seen as the one and the only solution to the need for change that faces the rapidly changing world of organizations. As such, it should be emphasized as a crucial factor especially in modernized countries such as the Today, UAE has focused its public administration in providing effectiveness and efficiency. It aims to attain excellence and quality service in its public organizations. This can be attained by promoting leadership styles that will help achieve the goals of the public organizations. Thus, this research paper will focus on the leadership styles that is suitable to the setting and the cultural context of public sector in the Research Questions This study aims to answer the following research questions
Objectives This study attempts to achieve the following objectives
Significance of the Study This study will contribute significantly in broadening the knowledge about public sector leadership specifically in the Review of Literature Public Sector Leadership in UAE In the UAE, the ongoing reform and modernization of the civil service has led to the increase attention to the efficiency and effectiveness of governmental units. The focus is on excellence and quality service in public organizations ('United Arab Emirates General Structure of Public Administration', 2007). As the UAE public sector moves into the 21st century, increasing attention is given to the search for new avenues to improve performance. With the lead of the private sector, it is undergoing initiatives to improve quality and levels of customer service (Remenyi, 2005, p. 33). The government institutions are embarking on several public sector programmes to improve public sector management and efficiency. Several federal reform programmes are spearheaded by the Ministry of Finance and Industry to include the quality management in all federal ministries. There is also growing commitment to the public sector reform at the emirate level with quality management being widely implemented especially in the emirate of Dubai ('Second country cooperation framework for the united Arab Emirates', 2001). In this context, leadership becomes very important. The extent to which the leader is able to impose and communicate the visions to the organization is the most salient aspect of leadership. It is suggested that the key to influencing the performance in the public organizations is the ability of the leader to use positive reinforcements and negative reinforcements (Gadot & Trory, 2006, p. 7). Thus, transformational leadership style influences the innovation and the effectiveness of the public organizations. However, Lowe et al (1996) expected that the public sector leaders will be less transformational due to the mechanistic-bureaucratic structure (as cited in Bass & Riggio, p. 93). Aside from this, the Arab culture affects the leadership styles. First is shapes the preferences of the leaders; and also defines what is acceptable to the subordinates. Leaders cannot choose their styles at their will and most of the time is constrained by the cultural conditions in which they have been socialized and that their subordinates have come to expect. In the UAE, autocratic style is compatible since a great deal of power inequality is practiced. Leaders are expected to be tough and strong because (Robbins, 2001, p. 98) The system functioning today is authoritarian. There are none of the classic attributes of democratization although a survey indicated that a large percent of the UAE nationals favored democratization. This issue is not predominant discussion whether in public or private sector (Rugh, 1997, p. 18). Power rests in the hands of the ruler who make all the important decisions be it collective or individual. According to Hofstede (1991) leadership in The combination of these two dimensions creates a situation where the leaders have the most power and authority and the rules, laws and regulations reinforce their own leadership and control in the society. The leadership is more likely to arise as authoritarian rather than diplomatic or democratic. The high power distance indicates a high degree inequality of power and wealth distributed among the people. It is expected and accepted that the leaders will separate themselves and such condition remains unchallenged by the people but instead accepted as part of the cultural heritage. Because of this, the leadership style in UAE is likely to take a paternal approach. Modern Arab management practices remain highly influenced by the Islamic religion, tribal and family traditions. Tribal traditions influence all aspects of life and as a result, leaders are expected to act as fathers – viewing the role of in a highly personalized manner characterized by providing care to the employees and favoring individuals within the family and tribe over outsiders. The combination of family and tribal norms in addition to the bureaucratic organizational structures fosters authoritarian management styles that may be characterized "sheikocracy" leadership style. This style is characterized by a patriarchal approach to leading which includes hierarchical authority, subordination of efficiency to human relations and personal connections and sporadic conformity to rules and regulations (House, 2004, p. 63). Strong and decisive leadership are expected of the leaders. Methodology The research will use various secondary resources from books, published journals and articles. These sources will provide further evidences that may confirm and contrast other studies. The sources and the references will be reviewed carefully and systematically. The large amount of facts based on public sector leadership will give the paper credibility. The facts will be used by the researcher to come up with conclusions supported by different studies |
Introduction Today's market is characterised by highly competitive organisations which are all vying for consumer's loyalty. Firms are faced with the challenge to maintain their own competitive edge to be able to survive and be successful. Strategies are carefully planned and executed to gain the ultimate goal of all: company growth. However, external factors are not the only elements which influence growth. There are also internal factors, components working within the organisation which shape the direction of the company. Along with the changing business world, customers change as well, becoming more demanding and knowledgeable than before. In turn, company management had shifted their focus on their clients or customers so as to stay successfully in business. This transition meant that organisations have to completely reformulate their conventional business aims and purposes from being process-focused to customer-centred. Hence, in order to bring out exceptional custome
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