Access the full text.
Sign up today, get DeepDyve free for 14 days.
L. Porter, Grace McLaughlin (2006)
Leadership and the organizational context: Like the weather? ☆Leadership Quarterly, 17
A. Yaghi (2007)
Decision Making in a Faith-based Environment: Organizational Culture versus Decision ContentJournal of Muslim Minority Affairs, 27
Ricardo Morse (2010)
Integrative public leadership: Catalyzing collaboration to create public valueLeadership Quarterly, 21
Amanda Shull, A. Church, W. Burke (2014)
Attitudes about the Field of Organization Development 20 Years Later: The More Things Change, the More They Stay the Same, 21
A. Gilley, Heather McMillan, J. Gilley (2009)
Organizational Change and Characteristics of Leadership EffectivenessJournal of Leadership & Organizational Studies, 16
International Journal of Leadership Studies, 4
D. Haakonsson, R. Burton, B. Obel, J. Lauridsen (2008)
How failure to align organizational climate and leadership style affects performanceManagement Decision, 46
I. Wezermes, Z. Altahayneh (2008)
The Relationship between Transformational Leadership and Organizational Culture in Colleges of Physical Education in JordanJournal of Educational and Psychological Sciences, 09
N. Al Remeithi (2016)
UAE minister aims to maintain happiness established by leaders
A. Yaghi (2008)
Good Governance Practices by Local Administration in Jordan and USAInternational Journal of Rural Management, 4
Manal Elkordy (2013)
Transformational Leadership and Organizational Culture as Predictors of Employees Attitudinal Outcomes
I. Zahari, Adel Shurbagi (2012)
The Effect of Organizational Culture and the Relationship between Transformational Leadership and Job Satisfaction in Petroleum Sector of LibyaInternational Business Research, 5
Mohamed Behery (2009)
Person/organization job‐fitting and affective commitment to the organizationCross Cultural Management: An International Journal, 16
R. Ayman, M. Chemers (1983)
Relationship of supervisory behavior ratings to work group effectiveness and subordinate satisfaction among Iranian managers.Journal of Applied Psychology, 68
B. Bass, B. Avolio (2011)
Multifactor Leadership Questionnaire
Journal of American Science, 8
B. Bass (1985)
LEADERSHIP AND PERFORMANCE BEYOND EXPECTATIONS
A. Skogstad, Stac̊le Einarsen (1999)
The importance of a change-centred leadership style in four organizational culturesScandinavian Journal of Management, 15
N. Jabnoun, Aisha Rasasi (2005)
Transformational leadership and service quality in UAE hospitalsManaging Service Quality, 15
M. Wart (2013)
ADMINISTRATIVE LEADERSHIP THEORY: A REASSESSMENT AFTER 10 YEARSPublic Administration, 91
M. Alharbi, R. Yusoff (2011)
LEADERSHIP STYLES, AND THEIR RELATIONSHIP WITH QUALITY MANAGEMENT PRACTICES IN PUBLIC HOSPITALS IN SAUDI ARABIAInternational Journal of Economics and Management Sciences, 1
International Journal of Arts and Sciences, 3
A. Yaghi, Nayef Aljaidi (2014)
Examining Organizational Commitment among National and Expatriate Employees in the Private and Public Sectors in United Arab EmiratesInternational Journal of Public Administration, 37
A. Bryman (1993)
Charismatic leadership in business organizations: Some neglected issuesLeadership Quarterly, 4
(2016)
The MLQ
C. Silvia, Michael Mcguire (2010)
Leading public sector networks: An empirical examination of integrative leadership behaviorsLeadership Quarterly, 21
B. Tabachnick, L. Fidell (1983)
Using Multivariate Statistics
Kasim Randeree, A. Chaudhry (2012)
Leadership – style, satisfaction and commitment: An exploration in the United Arab Emirates' construction sectorEngineering, Construction and Architectural Management, 19
Y. Alnsour (2016)
Examining success factors in UAE achievement of competitive government performance
Journal of Organizational Learning and Leadership, 13
Arab Journal of Administrative Sciences, 19
D. Moynihan, P. Ingraham (2004)
Integrative Leadership in the Public SectorAdministration & Society, 36
I. Shah, N. Talib (2014)
Transformational leadership and academic staff in Iraqi public universities
G. Hofstede (1986)
Cultural differences in teaching and learningInternational Journal of Intercultural Relations, 10
Mariam Bualshawarib (2014)
A CRITICAL STUDY OF THE IMPACT OF ARAB LEADERSHIP STYLES ON ORGANISATIONAL & EMPLOYEES’ PERFORMANCE
S.M. Al Maktoum (2016)
Why UAE ministers for happiness, tolerance, youth and the future?
A. Yaghi (2008)
Leadership Values Influencing Decision-Making: An Examination of Nine Islamic, Hindu, and Christian Nonprofit Institutions in the USSouth Asian journal of management, 15
M. Lo, Thurasamy Ramayah, Hii Min, P. Songan (2010)
The relationship between leadership styles and organizational commitment in Malaysia: role of leader–member exchangeAsia Pacific Business Review, 16
B. Bass, B. Avolio (1993)
Improving Organizational Effectiveness through Transformational Leadership
Abubakr Suliman, Hanan Obaidli (2013)
Leadership and organizational citizenship behavior (OCB) in the financial service sectorAsia-pacific Journal of Business Administration, 5
Ali Ibrahim, Shaikah Al-Taneiji (2012)
Principal leadership style, school performance, and principal effectiveness in Dubai schoolsInternational Journal of Research Studies in Education, 2
W. Naeem (2016)
Dynamics of the fourth generation
H. Wilson (2003)
Managerial leadership in Britain and the Philippines
R. Eisenbach, Kathleen Watson, Rajnandini Pillai (1999)
Transformational leadership in the context of organizational changeJournal of Organizational Change Management, 12
Mansour Javidan, P. Dorfman, M. Luque, R. House (2006)
In the Eye of the Beholder: Cross Cultural Lessons in Leadership from Project GLOBEAcademy of Management Perspectives, 20
R. Almotawa (2016)
The impact of governance in sports institutions on Olympic achievements from decision-makers’ perspective in the United Arab Emirates
D. Orazi, A. Turrini, Giovanni Valotti (2013)
Public sector leadership: new perspectives for research and practiceInternational Review of Administrative Sciences, 79
Sergio Fernandez, Y. Cho, J. Perry (2010)
Exploring the link between integrated leadership and public sector performanceLeadership Quarterly, 21
International Journal of Innovation, Management, and Technology, 6
B. Bass (1997)
Does the Transactional-Transformational Leadership Paradigm Transcend Organizational and National Boundaries?American Psychologist, 52
Z. Yaseen (2010)
Leadership styles of men and women in the Arab worldEducation, Business and Society: Contemporary Middle Eastern Issues, 3
Global Conference on Business and Finance Proceedings, 8
Min Carter, A. Armenakis, H. Feild, K. Mossholder (2013)
Transformational leadership, relationship quality, and employee performance during continuous incremental organizational changeJournal of Organizational Behavior, 34
Raed Awamleh, John Evans, A. Mahate (2005)
A Test of Transformational and Transactional Leadership Styles on Employees' Satisfaction and Performance in the UAE Banking SectorJournal of Comparative International Management, 8
Hanan Obaidli (2010)
Leadership and organizational citizenship behavior in islamic banks: the case of the UAE
David Litz (2014)
Perceptions of School Leadership in the United Arab Emirates (UAE)
G. Yukl (1999)
An evaluation of conceptual weaknesses in transformational and charismatic leadership theories.Leadership Quarterly, 10
A. Yaghi, Osman Antwi‐Boateng (2015)
Determinants of UAE Voters’ Preferences for Federal National Council CandidatesDigest of Middle East Studies, 24
Alaedin Alsayed, M. Motaghi, I. Osman (2012)
The Use of the Multifactor Leadership Questionnaire and Communication Satisfaction Questionnaire in Palestine: A Research Note
A. Khaishgi (2016)
‘Happiness is a serious job’: UAE’s minister of happiness embraces new role
Omer Domoro, J. Abdullah, S. Omar, T. Abdul (2012)
The Impact of leadership styles on corruption in the Libyan Police Force
Ihsan Yaghi, A. Yaghi (2014)
Quality of Work Life in the Postnationalization of Human Resources: Empirical Examination of Workforce Emiratization in the United Arab EmiratesInternational Journal of Public Administration, 37
A. AlHarthi, Othman Shehri, Ahed Alkhatib (2013)
LEADERSHIP STYLE AMONG MIDDLE MANAGERS IN SAUDI MINISTRY OF HEALTHEuropean Scientific Journal, ESJ, 9
J. Voet (2014)
The Effectiveness and Specificity of Change Management in a Public Organization: Transformational Leadership and a Bureaucratic Organizational StructureEuropean Management Journal, 32
Amany Shahin, P. Wright (2004)
Leadership in the context of cultureLeadership & Organization Development Journal, 25
A. Yaghi, Ihsan Yaghi (2013)
Human resource diversity in the United Arab Emirates: empirical studyEducation, Business and Society: Contemporary Middle Eastern Issues, 6
Cedwyn Fernandes, Raed Awamleh (2011)
The Impact Of Transformational And Transactional Leadership Styles On Employees Satisfaction And Performance: An Empirical Test In A Multicultural Environment, 3
(2016)
UAE culture
The purpose of this paper is to examine organizational leadership in a traditional, non-western country where citizens’ happiness drives the practices of the public administration managers.Design/methodology/approachThis study uses the Multifactor Leadership Questionnaire (MLQ) to examine leadership in a traditional, non-western country where organizational change dominates the public sector. Triangulation of quantitative and qualitative research methods is used.FindingsTriangulation of quantitative and qualitative research methods reveals that the way managers respond to organizational change leads to utilizing an adaptive leadership style; a mixture of dynamic and rigid practices. Organizational change creates peculiar circumstances that make it thus imperative for managers to mix transformational and transactional practices in order to not only survive, but also excel. While some of the findings conform to those of previous studies, they indicate that the MLQ does not seem to adequately reflect the impact of organizational change on leadership. The study also provides evidence that adaptive leadership is driven by cultural and organizational necessities.Research limitations/implicationsThe limitations of the study can be avoided in future research. In particular, the number of interviews has limited the ability to better reflect all dimensions of the adaptive leadership style. Due to time and resource availability, the inability to focus more on the individual level of the cultural factor and its impact on leadership style may have limited the scope of the analysis. Finally, the present study did not examine the cultural variations within the United Arab Emirates universal culture especially in relationship with region, age group, and gender of the managers.Originality/valueThe paper examines leadership in the Middle East context where rare studies in leadership have been conducted. The study also examines the usability of MLQ in Arab context where organizational change persists.
International Journal of Public Leadership – Emerald Publishing
Published: Dec 1, 2017
Keywords: Leadership; Organizational change; Arab; Public sector; Transformational leadership; MLQ; Adaptive leadership
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.