The paper "Business Leadership in the MENA Region" is an outstanding example of a business case study. The business leaders in the MENA region is considered as the Arab model of leadership that is value-based, group-driven, humane, and rests on shame and honor opposing to innocence and guilt. Expert in strategic leadership indicates that this has the potential to usher in an enormous shift in the way business is done globally. Majority of businesses in the MENA region are usually personal. The MENA region has been a successful place in doing business where traders have existed for years and to many, business is still a way of life.
The strength of ethnicity with its emphasis on paternalistic leadership, family solidarity, and warm relationships reinforces the connection between personal life and business (Gholamreza, Salmani and Taatian 103). The personal and government-owned companies are inclined to a leadership style that is strongly adhered to vertical hierarchy. Business management is more personal compared to the western world and organizations and jobs tend to be mould according to the individuals within them, instead of attempting to fit a person into a particular role.
Few times authority is delegated and even minute decisions are executed from the management, mostly through consensus. In the MENA region, influential decisions are mostly referred back to top management. Mostly, leaders are surrounded by family members and friends together with experts who give advice on crucial decisions. In this type of business leadership, seeking power and utilizing it honestly is the regular practice. The people at management at the middle level gladly capitalize on the small authority they possess. Most of the organizations across the MENA region have paternalistic leaders, who are also benevolent and personal style is depicted in the entire organization.
If the leader at the top management is changed, the orientation of the whole business organization changes with them. Paternalistic leaders combine authority with benevolence. This type of leadership is mostly employed in a non-western organization, especially the MENA region. It is also viewed as a hierarchical relationship in which a leader guides the personal and professional life of subordinates in a similar manner of a parent, and in exchange of anticipated deference and loyalty. Behavior leadership in Arab societies is highly influenced by tribal traditions on one side and western methods on the other side.
The result of Arab managers to act like father complies with authoritative style found particularly in a big organization. Majority of organizations in the MENA region whether in the private sector or public sector are managed with styles of mightiness and in the form that is more centralized, regardless of the technology they utilize or their strategies. The dominance of tribal relations on leaders prevents the chance of working with persons out of relatives and family circles.
Utilization of creative and innovative styles is uncommon in MENA countries and organizational challenges are solved in terms of cultural and tribal values. According to Gholamreza, Salmani and Taatian, the values that are prevalent in the tribal system resulted in sheikh system (104). The main specifications of the sheikh system include compliance of law and regulations with personality, hierarchical power, hesitance, and instability in decision-making, and priority of relation on order. It also includes open-door policies, nepotism in the top organizational level, and paternalism system in leadership.
Prevalence of the West on the style of managers in the Arab world has resulted in duality. On one side, Arabs are interested in the establishment of legal and formulated associations and on the one side; they are focused on their own methods of traditions.
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