Understanding Leadership and Innovation as the Effective Mean of Risk Management

This study explores the role of leadership and innovation in effective risk management, with a focus on the Ministry of Interior in Dubai. It examines the rationale, aims and objectives of the research, reviews prior literature, discusses methodological approaches, and analyzes ethical and risk considerations. The study aims to identify likely risks, reduce or allocate risks, and provide a rational basis for decision-making. The findings and implications of the research are also discussed.

Running head: LEADERSHIP, INNOVATION AND EFFECTIVE RISK MANAGEMENT
Leadership, innovation and effective risk management
(Ministry of interior, Dubai, United Arab Emirates)
Name of the student:
Name of the university:
Author Note

1LEADERSHIP, INNOVATION AND EFFECTIVE RISK MANAGEMENT
Executive summary
The following study shows how useful innovation and leadership has been making differences in the
area of risk management. The research is also crucial to study the effects and broader implications of
various issues to circumvent them. To understand the scenario better, the Ministry of Interior at
Dubai is considered here. Firstly, a description of the overall research area is shown here with the
rationale and aims and objectives. Next, prior released articles are reviewed along with research
methods, philosophy and methodological approaches. Furthermore, different risk and ethical
considerations are analyzed here. Then the results and implications of the study are examined.

2LEADERSHIP, INNOVATION AND EFFECTIVE RISK MANAGEMENT
Table of Contents
1. Tile of the research:...........................................................................................................................4
2. Introduction:.....................................................................................................................................4
3. Overview and significance of the proposed study:............................................................................4
4. Rationale of the study:.......................................................................................................................5
5. Discussion on aims and objectives:...................................................................................................6
5.1. Understanding the aims:.............................................................................................................6
5.2. Discussion on research questions:..............................................................................................6
5.3. Analyzing the objectives:...........................................................................................................6
6. Discussion of previous works of literature:.......................................................................................7
7. Demonstrating a brief overview of methodical approaches, philosophy and others:........................9
7.1. Research philosophy:..................................................................................................................9
7.2. Methodological approach:..........................................................................................................9
7.3. Thoughts on the initial research design:...................................................................................10
7.4. Research methods:....................................................................................................................10
8. Ethical considerations:.....................................................................................................................11
9. Risk considerations:.........................................................................................................................11
10. Assumed outcomes and implication of this study:........................................................................12
11. Time schedule of the research:......................................................................................................12
12. Conclusion:....................................................................................................................................14

3LEADERSHIP, INNOVATION AND EFFECTIVE RISK MANAGEMENT
13. References:....................................................................................................................................15
1. Tile of the research:
“Understanding Leadership and innovation as the effective mean of risk management (Survey on
employees of Ministry of Interior in Dubai)”
2. Introduction:
Innovation is related to change and taking resources away and proper action to gain
performance goals. This needs leaders to encourage their employees to win the minds and hearts. On
the other hand, effective risk management delivers the assurance levels that help the business to gain
objectives and set the practical goals. Since risk is inherent in marketing, managing and identifying
risks is significant to deliver corporate objectives.
It is seen that good leadership certainly makes differences, particularly to risk management.
It is essential to understand the potential effects and broader implications of problems take quick
steps for circumventing them. The study demonstrates the role of innovation and leadership as a
means of efficient risk management. For this the case study of Ministry of Interior in Dubai, UAE is
evaluated.
Here, a brief description of the research area is demonstrated, then the rationale of the study
with its aims are analyzed. Different pieces of literature are reviews and then an overview of the
methodological approach, philosophy, research methods are highlighted. Next, various ethical and
risk considerations are examined. Lastly, the assumed results and implications of the research are
discussed.

4LEADERSHIP, INNOVATION AND EFFECTIVE RISK MANAGEMENT
3. Overview and significance of the proposed study:
Risk management assimilated with project and program management is a vital factor of the
overall lifecycle of innovation. Addressing uncertainty and ambiguity is useful. The former denotes
the inability of predicting results from objectives of the initiative. The latter one indicates the
likelihood that the aims of innovative would be changing in due time. The program management
denotes the uncertainty and ambiguity on the continuum from these two perspectives. Effective
leadership can address uncertainty to some extent (Hopkin 2018).
However, it is less effective in resolving an ambiguity. These objectives of the project are
well understood prior it is undertaken. It explains higher ambiguity, situations of uncertainty and the
decisions are based more on intuition and experience of that data. Their requirements are achieved
through a learning process, implementing knowledge, skills and competencies of the overall team.
This also includes the lessons learnt as the innovation process goes on. As the process of innovation
goes on, various decisions are to be made. Here, some of them as based on complex evidence, while
some are based on intuition (McCaffery 2018). The principles of risk management apply to
component and program project levels to decrease uncertainty. Lastly, it can be said, risk can be
considered as measurable uncertainty, while change is denoted as an unmeasurable risk.
4. Rationale of the study:
The current research is appealing in many ways. The risk management through leadership is
helpful to spot the issues as the projects are in trouble for Ministry of Interior in Dubai. It is one of
the popular, responsible authority for customs, immigration, naturalization and national security at
the nation of Saudi Arabia. Moreover, it is helpful to retrieve better quality data to make decisions
(Bowers and Khorakian 2014).

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Further, the communication is elevated. Besides, the budget has been depending on
guesswork and the expectations of the success of effectively set. It is also helpful for the team to stay
focused and make the escalations easier and more transparent (Boyd et al. 2017).
5. Discussion on aims and objectives:
5.1. Understanding the aims:
The research considers different intentions for understanding successful innovation project.
First of all, it intends to be finished under pre-established time-frame. Next, they should be
delivering the benefits and results needs by various organizations at Dubai, with its partners and
stakeholder and their performances. Lastly, the research seeks how to stay within financial costs and
budgets.
5.2. Discussion on research questions:
They are highlighted below.
 How are leadership and innovation, related to risk management?
 How can innovation be deployed for effective risk management?
 In what way leaderships are useful to manage risks in business?
5.3. Analyzing the objectives:
However, the main goals of the study includes the following. They are demonstrated
hereafter.
 The ways to identify likely risks by innovation and leadership.
 Reducing or allocating risks
 Providing a rational basis to undertake effective decision making concerning every risk.

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Thus, it can be said that analyzing and managing is risks included in this research is a most
effective tool to be done against the catastrophes of projects. Through examining the plans for
developing strategies and potential problems to address them, one can improve the scopes of a
successful project.
Hence, additionally constant risk management through leadership and innovation in this study
would
 be assuring that greater risk priorities are managed aggressively. These risks are to be
managed cost-effectively across the project.
 be delivering management at every level within the information to be made informed
decisions of problems that are critical for the success of the project.
6. Discussion of previous works of literature:
Goffin and Mitchell (2016) shows that taking risks is vital for leading innovation and
changes to be done effectively. However, taking risks is involved in the environment of risk
management. Here, uncertainty is the nature of social capital and the specifically the difference
between personal and organizational identity. This is the underpinning factors for underutilization of
knowledge work. They have also shown that the maximum of the knowledge is cognitive and just
10% is physical. At Ministry of Interior, hardly any organization consists of efforts of development
and training acknowledging and meaningfully denoting the overall cognitive efficiencies.
Anderson, Potočnik and Zhou (2014) shows that ramifications have been moving so quick
that the economy of knowledge is redistributed across the world. It can be said that a whole new set
of losers of winners would be seen at Ministry of Interior, Dubai in coming years. Here, the risk
managers are needed to concentrate on preventing losses, controlling losses that have already taken

7LEADERSHIP, INNOVATION AND EFFECTIVE RISK MANAGEMENT
place during emergency and crisis management and ensuring against those losers. Haimes (2015) has
undertaken a survey that shows different types of risks that includes reputational political. Foreign
exchange, market, credit, IT network, regulatory and financial risks. Here, the results proved that
risk managers have believed that risks of business at Ministry of Interior have increased notably in
the past six months at Dubai. Thus the leaders should understand the risk and management practices
and how and when to use them, as the methods are found most useful.
However, Biemans (2018) mentions that despite the facts that business risks are rising
notably, one cannot grow or innovate, till the leaders are ready to take risks. Besides, the present
regulatory and environment, the businesses at Dubai are more concentrated in reducing risks than
before. From the survey done by Wiengarten et al. (2016), it is seen that it has not been credit and
financial risk at Ministry of Interior has been both financial and reputational. Here any threat of
events damages the reputation of the company. This is the greatest risk for the business. The focus of
leaders for mitigating risks has been changing from financial to various less understood sectors. This
denotes that there is direct correlation taking place between the potential for risks are any area and
lack of understanding or knowledge in that similar sector. Thus the paradox of risk management and
innovation has been perpetuated by a couple of seemingly opposing forces.
Further, there has been a rise in leadership by external sources for minimizing risks. This is
useful to understand the degree of knowledge, responsibility, control and decision that are made
away from leaders. Archibald and Archibald (2016) shows that there is a definite necessity for the
workforce of Ministry of Interior to develop their leadership knowledge skills and middle
management. This is helpful to provide cope with higher levels of decision making, control and
responsibilities. Hence, the force of creating the knowledge workforce has been seen as the driver to
develop innovation similar to external controls as the means to minimize risks.

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Nijstad, Berger-Selman and De Dreu (2014) mentions that utilizing any way to decrees or
manage risks is facing restrictions. This is because applies to those elements of risks that are
perceived accurate by individuals are every level of Ministry of Interior. As the leaders are not
willing to continually develop the skill and knowledge, they can create a knowledge workforce.
Here, the primary capital resource is the knowledge that the employees have been putting to what is
learnt as the systematic education. This includes the theories, ideas and concepts instead of the
employees who have been putting to work on manual muscle or skill. Here, the businesses are
dumbed down progressively.
Moreover, the infantilization of tasks has been occurring at the same time the experts have
been touting knowledge and skills of employees as the primary source of corporations intellectual
capitals. Most of the dumbing down has been happening in the Ministry of Interior has been fueled
by the aversion towards risks. The leaders are afraid to make their individual decisions has been
hiring high-proceed consultants for reaffirming the obvious. Urabe, Child and Kagono (2018)
suggests that this has been more secured to adopt other’s best practice than to engineer their own.
7. Demonstrating a brief overview of methodical approaches, philosophy and
others:
7.1. Research philosophy:
Here, pragmatism is emphasized that uses both interpretive and positivist views and
philosophies. This has been continuum instead of contradictions. Here, the research has been
studying studying the values of issues of interests through various wars to gain positive outcomes
(Kang, Solomon and Choi 2015). Here, the study needs to witness how innovation and leadership
has been affecting the risk management strategies.

9LEADERSHIP, INNOVATION AND EFFECTIVE RISK MANAGEMENT
7.2. Methodological approach:
In this study quantitative data analysis is to be done by surveying various employees of the
Ministry of Interior. Next, a statistical analysis is to be done and the reactions are to be aggregated to
draw a useful conclusion. Here, a questionnaire is to be developed. It is beneficial economically
since it is to be conducted through online. It is a must cheaper and faster method to gather
information (Hornstein 2015).
7.3. Thoughts on the initial research design:
The number of questions must be kept reasonable. It must be reminded that longer the
questionnaire, the respondents would more likely quit before answering the questions. It should be
assured that the exhaustive list of options is available. This indicates the inclusion of lists of options
for every question. Besides, the questions of the questionnaire must not be modified during data
collection. Though the options of the response never change, the overall interpretations of the
outcomes can change. Here, the time of changing, altering and rewriting questions take place after
one pilot the questionnaire and prior starting to gather information (Chenhall and Moers 2015).
7.4. Research methods:
Here, the Typeform is to be deployed which is a useful online software for a survey. This
user friendly interface permits the users to place the surveys altogether. The method to fill the survey
as a respondent goes very smoothly in this case. Its free version, also known as “CORE plan:
involves various types of free features. This includes unlimited queries, options for data export,
themes of custom-design, original reporting features and different ready-made templates (Euchner
and Ganguly 2014).
Regarding data collection methods, the online surveys are sufficient here. This needs
computational logic and various branching of technologies. This is helpful for exponentially to

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collect more accurate survey data. These are straightforward ways of implementation and takes the
least time of their respondents. Here, the analysis needed for collecting data through a survey from
online is also negligible compared to other processes. Lastly, the ultimate outcomes are gathered in
real-time for the researchers. This is to assess and decide over various corrective measures.
However, the process is not existing without any drawbacks. These come from the reliability
of survey data that depends on various factors. Here the respondents might not feel to be encouraged
to deliver honest and accurate answers. Further, they must not be completely aware of the reasons
for any answers due to lack of awareness about the subject. Moreover, data errors because of close-
ended questions might have a lesser rate of validity than other types of questions (Engert, Rauter and
Baumgartner 2016). Besides, the respondents going for the questions might be different from who
have not chosen to react. This can generate bias. Apart from these options can generate unclear data.
This is because particular answers might be interpreted distinctly by respondents. Lastly, customized
surveys can run the risk of specific kinds of mistakes.
8. Ethical considerations:
The study can give rise to particular ethical issues. First of all, there should be a lack of
respect for people. This includes respect towards the dignity of participants, decision-making and
respecting autonomy. Then there can be beneficence that involves decreasing risks socially,
psychologically and physically. Here the maximizing of benefits of the research participants can also
be considered. Then there can be a lack of justice. The participants selected from various groups of
people are to be considered here to bring benefit (Kerzner and Kerzner 2017). Lastly, there must be
respect for the communities. Here the interest and value of the community of Ministry of Interior as
a while must be respected and protected from potential harm.

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9. Risk considerations:
Further, different matters of risks are to be kept in mind for the study. First of all, the staffs of
the Ministry of Interior, need to sign the pledge of confidentiality. The information collected should
be used for only the current intended purpose (Glendon and Clarke 2015). Furthermore, the
sensitivity of the data must be considered during collection. The introduction must not be unclear
and less concise to make the respondents fully informed. Lastly, there must be aware of social and
cultural differences related to the project topic and wordings if various questions.
10. Assumed outcomes and implication of this study:
The research must present an overall data-driven discussion to understand various elements.
The review will be helpful to know how effectively innovation and leadership can get stifled at the
Ministry of Interior. This would take place under the scenario of constant change.
Moreover, the study implies how people deployment and interaction between management
and leadership has been releasing the social capital. This includes related knowledge and identifies
resources. This must address the useful tension present between innovation and risk management.
From ensuing discussion and data, the implications for various practice at Ministry of Interior might
take the form as a schema of multiple steps. This includes the management of change in culture at
Ministry of Interior.
11. Time schedule of the research:
Task Name Duration Start Finish Predecessors
Understanding how
Leadership and innovation
can be used as the means
195 days Wed 8/29/18 Tue 5/28/19

12LEADERSHIP, INNOVATION AND EFFECTIVE RISK MANAGEMENT
of effective risk
management at Ministry of
Interior in Dubai
Conducting literature
review
15 wks Wed 8/29/18 Tue 12/11/18
Creating the list of
questions
2 wks Wed 12/12/18 Tue 12/25/18 2
Inviting the employees of
Ministry of Interior
2 wks Wed 12/26/18 Tue 1/8/19 3
Gathering responses 4 wks Wed 1/9/19 Tue 2/5/19 4
Analyzing results 12 wks Wed 2/6/19 Tue 4/30/19 5
Writing down the
analysis
4 wks Wed 5/1/19 Tue 5/28/19 6
Figure 1: “The Gantt Chart for the research on effect vof leadership and management for risk
management at Ministry of Interior”

13LEADERSHIP, INNOVATION AND EFFECTIVE RISK MANAGEMENT
(Source: Created by Author)
12. Conclusion:
The study shows how my nature and name, innovation at the Ministry of Interior has needed
thinking and working out of the box. Besides, their change can only be present as their leadership
permits and fosters taking of risks. This must be well actioned, management and considered by
skilled and knowledgeable workforces. It is seen that the overall quantity of ignorance has existed in
the workplace. This proportionate to the type and amount of risk management and solutions of
regulatory. This is needed to counter the active negativity related to taking risks. Thus there lies the
liability of the Ministry of Interior’s leaders to desire the innovation or make a change in the
scenario that should be overregulated. Besides this should be involved as a priority, creating and
maintaining the culture of knowledge supporting and allowing the taking of risks. The above study
must be helpful to present an original model for the Ministry of Interior. This is to handle the risks
strategically, innovate and make changes in the places where leadership and management can exist
at the same time. Here, the identity and knowledge are to be released in various transactions of social
capitals. This innovation for technology has been continuing to revolutionize the landscape of
business as the organizations grapple with unchartered challenges and new found risks. However, it
must be reminded that the above study reports only one of the component of the original research.
The overall implications and findings that are found here can be seen as tentative.

14LEADERSHIP, INNOVATION AND EFFECTIVE RISK MANAGEMENT
13. References:
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Archibald, R.D. and Archibald, S., 2016. Leading and Managing Innovation: What Every Executive
Team Must Know about Project, Program, and Portfolio Management. Auerbach Publications.
Biemans, W., 2018. Managing innovation within networks. Routledge.
Bowers, J. and Khorakian, A., 2014. Integrating risk management in the innovation project.
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organizations: New business models for environmental leadership. Routledge.
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Euchner, J. and Ganguly, A., 2014. Business model innovation in practice. Research-Technology
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15LEADERSHIP, INNOVATION AND EFFECTIVE RISK MANAGEMENT
García-Granero, A., Llopis, Ó., Fernández-Mesa, A. and Alegre, J., 2015. Unraveling the link
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Glendon, A.I. and Clarke, S., 2015. Human safety and risk management: A psychological
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Goffin, K. and Mitchell, R., 2016. Innovation management: effective strategy and implementation.
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Haimes, Y.Y., 2015. Risk modeling, assessment, and management. John Wiley & Sons.
Hopkin, P., 2018. Fundamentals of risk management: understanding, evaluating and implementing
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Hornstein, H.A., 2015. The integration of project management and organizational change
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Kang, J.H., Solomon, G.T. and Choi, D.Y., 2015. CEOs' leadership styles and managers' innovative
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McCaffery, P., 2018. The higher education manager's handbook: effective leadership and
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Nijstad, B.A., Berger-Selman, F. and De Dreu, C.K., 2014. Innovation in top management teams:
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