Leadership in ADIB

This presentation evaluates Hussein Mohammed's leadership style and how it has impacted the organizational culture of ADIB. It discusses his position in the company, strengths, leadership style, and the effect on performance. The presentation also suggests recommendations for improving the organizational culture.

Leadership in ADIB
Company
Name
Institution

Introduction
The success of every organization depends on
its leadership
As a company, ADIB has always had effective
leadership.
 The paper evaluates Hussein Mohammed's
leadership style and how it has impacted the
organizational culture of Google

Hussein Mohammed's
Position in the company: Hussein Mohammed
is the branch manager of ADIB Ruwais Mall
from 2014
He is among the pioneers of the company
Motivation: strategies of leadership from other
senior mentors
Strengths:
 Situational attitude
 Patience to workers
 Innovation capacity

Leadership Style
ADIB is among the performing malls in the
United Arab Emirates
He is a leader of innovation.
His focus: maintaining effective service
provision to ensure the company remains
competitive
The charismatic trait of Mohammed is
making workers over-reliant.

Organizational Culture
ADIB adopts innovation as its organizational
culture
Others highlighted include;
 Openness amongst workers in stimulating an
innovative attitude.
 The resultant innovation relates to its
methods in competing with other malls
 For example; It invents its technological
resources and services offered to clients in
the online promotion industry.

Cont.…
Features that designate ADIB company
culture are;
 Innovation
 hands-on method
 Openness
 small-company-family provision
 brilliance that comes with elegance

Effect of Leadership on Organizational
Culture
Success comes when: the management value
is in connection to the company value
Impact; to evade conflict of interest between
the company and the management team.
 Many effective leaders have values similar to
that of the organization as their achievement
secret.

Cont.
Mohammed’s individual principle was closely
linked to the company objectives
This has reflected the overwhelming
accomplishment that was enumerated at him
as a branch manager
His principle; transformational leadership
skills, and desire for growth of the junior
team has seen the company through
success(Wells, Peachey, & Walker, 2018).

Impact on Performance
This leadership theory further suggests that;
 Every need that is met becomes the motivator
to a person (Wingate, Lee, & Bourdage,
2019).
 Satisfied need no longer remains a motivator
since all humans have an inbuilt desire to
have their way up the hierarchy
 This motivates them to pursue satisfaction by
achievement of higher order needs.

Recommendation
A likely improvement to the organizational culture
is the extra escalation of information sharing.
Even though the organization’s cultural features
support information sharing and communications,
such sharing happens in a controlled way
(Stewart, Nodoushani, & Stumpf, 2018).
The company should;
 heighten workers’ rate of independence in this
consideration
 enhance its company culture through extra
inventive

Conclusion
An important aspect of any organization
whether small or large is to outline;
 their key value
 the principles that are most essential to the
direction of the company
 the choice in it should be openly stated for
the organization to attain its goal.
These aspects have motivated the
performance of ADIB under effective
leadership of Mohammed

References
Stewart, C., Nodoushani, O., & Stumpf, J. (2018).
Cultivating Employees Using Maslow’s Hierarchy of
Needs. Competition Forum, 16(2), 67–75.
Wells, J. E., Peachey, J. W., & Walker, N. (2014). The
Relationship Between Transformational Leadership,
Leader Effectiveness, and Turnover Intentions: Do
Subordinate Gender Differences Exist? Journal of
Intercollegiate Sport, 7(1), 64–79.
Wingate, T. G., Lee, C. S., & Bourdage, J. S. (2019).
Who helps and why? Contextualizing organizational
citizenship behavior. Canadian Journal of Behavioural
Science, 6(5), 6–15.