Leadership in the Arabian Gulf Region

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Table of Contents

Demographics and Leadership
Generational Differences
How Leadership Has Changed
Works Cited

Demographics and Leadership

The Arabian Gulf region is characterized by leaders who have the potential to achieve their goals. Demographics play a significant role in the leadership of the Arabian Gulf region. For instance, the region is characterized by constitutional monarchies. Such monarchies have specific rulers who monitor the economic goals of their nations (Common 219). This cultural aspect dictates the economic, political, and leadership practices in these countries. The demographics of this region explain why leaders have a lot of influence and power.

The religious values held by many Muslims have a lot to do with leadership. These nations have religious leaders who promote different traits and values. The religion dictates a unique power-distance between religious leaders and their followers (Kabasakal and Bodur 46). That being the case, the issue of religion explains why demographics dictate the quality of leadership in the Arabian Gulf region. The demographics of the Middle East have also been evolving significantly. Many individuals in the Arabian Gulf region have also been acquiring new ideas. Such leaders are focusing on the best practices that can result in successful economies.

Authoritarian leadership is a common practice in the region. The demographics of the region have led to unique cultural relations. For instance, majority of the leaders are always expected to be in front. Women tend to obey their husbands and leaders. Many leadership positions are filled by males. The issue of tenure dictates the qualities of different managers. Demographic characteristics continue to reshape most of the leadership philosophies embraced in these countries. Leadership is also closely associated with culture-specific responsibilities (Jogulu 711). Many organisational leaders therefore dictate, mentor, and monitor the performances of their employees. Such leaders are expected to establish relevant values for their subordinates.

Generational Differences

The region has different generations. The conservative generation is aged 50 years and above (Jogulu 711). Such individuals use authoritarian leadership approaches. Generation X is composed of individuals between 30 and 50 years of age. These persons respect various traditional practices. They receive orders and focus on the best practices. Their authoritarian leaders use specific strategies in order to get the best results. A new generation has emerged in this region. Generation Y has benefited the most from the regions booming economy. More foreign workers are also employed in the region.

For instance, the UAE has over 3.8 million workers from different foreign countries (Hodgkinson 6). Such individuals continue to embrace international attitudes in the workplace (Hodgkinson 6). This generation expects its leaders to support the best work-life balance goals (Jogulu 709). The demands of these three generations have forced many people to adopt the best leadership practices.

How Leadership Has Changed

The wave of globalization has transformed different leadership styles in the world. The world has become turbulent thus calling for effective leadership approaches (Gray 7). Many leaders in the Arab world are embracing a transformational leadership strategy. For instance, such leaders have been using a communal approach to address the needs of their followers. Some leaders and politicians have also embraced the aspects of transformational leadership. A good example is Mohammed bin Rashid Al Maktoum. Mohammed is currently the Vice President (VP) of the United Arab Emirates (UAE). The VP uses powerful initiatives to improve the economy of his country. Most of the leaders in this region have embraced powerful traits such as motivation, teamwork, mentorship, and empowerment (Hodgkinson 13). Many leaders are therefore merging these traits with their cultural values.

Works Cited

Common, Richard. Barriers to Developing Leadership in the Sultanate of Oman. International Journal of Leadership Studies 6.1 (2011): 215-228. Print.

Gray, Matthew. A Theory of Late Rentierism in the Arab States of the Gulf. Center for International and Regional Studies 7.1 (2011): 3-50. Print.

Hodgkinson, Bud 2014, Changing Demographics: A Call for Leadership. Web.

Jogulu, Uma. Culturally-Linked Leadership Styles. Leadership and Organization Development Journal 31.8 (2010): 705-719. Print.

Kabasakal, Hayat and Muzaffer Bodur. Arabic Custer: A Bridge between East and West. Journal of World Business 37.1 (2002): 40-54. Print.

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Leadership in the Arabian Gulf Region

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