Leadership in the Middle East: Al-Jaidah's Case Study Analysis

This case study examines the leadership of Al-Jaidah within the context of Qatar and the Middle East, exploring various leadership styles including transformational and participative leadership. It analyzes the impact of management and leadership theories on Al-Jaidah's organizational direction, highlighting how the systems theory and transformational leadership influenced key decisions, such as the petrochemical plant projects. The analysis critically discusses the statement that Al-Jaidah's leadership is distinctive to the cultural context of the Middle East, emphasizing his adherence to traditions, communication, and stakeholder inclusion. The study concludes by showcasing how Al-Jaidah's approach, emphasizing trust, respect, and adaptability, aligns with and shapes the cultural nuances of leadership in the region, making him a role model. The paper also includes the references used for this case study.

LEADERSHIP AND MANAGEMENT: Case study exam
Question 1: Discuss the nature of leadership as illustrated in the case. Your answer must
include different styles of leadership and it’s relevant to Al-Jaidah and Qatar.
Answer: There are different leadership styles that exist in the work environment, countries,
organizations, etc. Five of them are most prominent:
a. Laissez-Faire: In this style, the leader does not supervise the subordinates directly and do
not provide then feedback regularly.
b. Autocratic: In this style, the leaders take all decisions themselves and don’t take input
from others.
c. Participative: In this style, the leaders give value to the inputs of others, but they retain
the power of final decision making with them.
d. Transactional: In this style, the leaders set goals of performance with the people under
him and accordingly give those rewards or punishments. The followers work as per the
direction of their leader so that goals are accomplished.
e. Transformational: In this style, the leaders communicate with the management for
meeting the goals. Motivation and efficiency through communication are given priority.
Management is involved in meeting the set goals. Tasks are delegated too.
The leadership style and nature of leadership relevant to Al-Jaidah and Qatar are as follows:
Transformational leadership is practiced most prominently by Al-Jaidah and in Qatar. This is due
to the reason that Al-Jaidah is a strong believer in the notion that a great leader is measured by
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the ability to communicate, motivate and listen. He also believes that all stakeholders have an
opportunity to contribute and are included at every stage. In Qatar, the leaders focus on looking
at everything very carefully, and they never seek to make a unilateral or quick decision. They
consult others and then do what is best for their country. Al-Jaidah has all the characteristics of a
transformational leader.
Apart from transformational, the leader and Qatar also has nature of participative leadership
style. This is due to the reason that the inputs of the followers are values by them, and they
respect the views and ideas of their followers. All the decisions are taken in consideration of the
people of their country.
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Question 2: Discuss the impact of theories of management and leadership on organizational
direction of Al-Jaidah.
Answer: The theories of management are implemented so that the productivity of the people and
country increase and the service quality is improved too. The leadership theories determine the
way by which successful leaders are created or made.
Impact of theories of management on organizational direction of Al-Jaidah:
The systems theory of management recognizes that how the people are affected by different
systems and vice-versa. There are many parts that make up an organization. This perspective of
management allows the leaders or managers to examine the different patterns and events in the
organization. The managers coordinate the programs so that everyone can work collectively for
the overall goal of the company rather than focusing on individual departments. This theory has
the impact on the decision of Al-Jaidah as he announced the company’s plans to build two
petrochemical plants in Asia with a combined budget of $9.8 billion. This decision was for the
collective benefit for everyone. Al-Jaidah had a straightforward approach when he announced
the projects in Tokyo stating that they served a dual purpose. Al-Jaidah had a straightforward
approach when he announced the projects in Tokyo stating that they served a dual purpose:
direct access to both of these important and growing markets while at the same time ensuring a
market for Qatar’s liquefied petroleum gas. So this was not in consideration of any particular
department, it was for the benefit of the entire organization.
Impact of theories of leadership on organizational direction of Al-Jaidah:
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In the present case, the transformational leadership theories have impacted the organizational
direction of Al-Jaidah. This theory states that by interacting with others, the leaders can create
solid relations with people that create trust of high level, increases the motivation of both the
leaders and followers. Here the followers are transformed by the inspirational nature of their
leaders and their charismatic personality. Al-Jaidah is a strong believer in the notion that a great
leader is measured by the ability to communicate, motivate and listen. Also, by acting as role
models, Al-Jaidah helped to ensure that the new generation is well informed and ready. So, he
worked as per the transformational leadership theory. He stayed pragmatic which means that he
looked for the very best business and management ideas, and processes, and applying them in a
meaningful way in the Middle East. He carefully restructured and modified the ideas. Thus his
direction was largely impacted by the transformational leadership theory.
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Question 3: “Al-Jaidah’s leadership is distinctive to the cultural context of Middle East”.
Critically discuss the statement.
Answer: “Al-Jaidah’s leadership is distinctive to the cultural context of Middle East”.
In the Middle East, the traditions are followed with utmost sincerity. Refinement, good manners,
morals, ethics, decorum, decency, humaneness, and righteousness are given importance. The
elders or the seniors are treated with respect here. In line with this, Al-Jaidah recognizes that
sweeping change is important while ensuring that the culture of the country is not undermined.
This goes back to what Al-Jaidah stated as the three qualities of great leaders: communication,
motivation, and listening. It is about building trust and being persistent and recognizing that
different groups within society have varying outlooks on the outcome of projects and ideas. This
means looking at everything very carefully and never seeking to make a unilateral or quick
decision. It is imperative that, as Al-Jaidah states, all stakeholders have an opportunity to
contribute and are included at every stage. He has respected his people and the traditions of the
country. All the decisions are taken by considering the well-being of people and personal
interests are never given importance. He has been a role model for the people of the country and
his organization. He has always welcomed changes and included young people so that they can
be developed too. Hence his leadership is distinctive in a context of a culture of the Middle East.
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References:
Avolio, B.J. and Yammarino, F.J. eds., 2013. Transformational and charismatic leadership: The
road ahead. Emerald Group Publishing.
Miner, J.B., 2015. Organizational behavior 1: Essential theories of motivation and leadership.
Routledge.
Răducan, R. and Răducan, R., 2014. Leadership and Management.Procedia-Social and
Behavioral Sciences, 149, pp.808-812.
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