A Primer of Middle Eastern Leadership Culture

Greaves, Sheldon

doi:10.5038/1944-0472.5.4.7

Cited by 6 publications

(9 citation statements)

References 4 publications

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“…As cultures vary in different Middle Eastern countries, leaders of the region may interpret the company's business practices and frame personal reactions according to the individual's cultural background and assumptions [11]. Islam is the prevailing religion in the MENA countries, and leadership style tends to be highly authoritarian because Islam promotes obedience, loyalty, and respect for seniority as work-related values [20].…”

Section: How Cultural Understanding Influences Business Success Inmentioning

confidence: 99%

How Cultural Understanding Influences Business Success in Middle East and North Africa (MENA)

Shaykhian¹,

Ziade²,

Khairi³

2016 ASEE Annual Conference &Amp; Exposition Proceedings

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Section: How Cultural Understanding Influences Business Success Inmentioning

confidence: 99%

How Cultural Understanding Influences Business Success in Middle East and North Africa (MENA)

Shaykhian¹,

Ziade²,

Khairi³

2016 ASEE Annual Conference &Amp; Exposition Proceedings

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“…As cultures vary in different Middle Eastern countries, leaders of the region may interpret the company's business practices and frame personal reactions according to the individual's cultural background and assumptions [29]. Islam is the prevailing religion in the MENA countries, and leadership style tends to be highly authoritarian because Islam promotes obedience, loyalty, and respect for seniority as work-related values [40] [70].…”

Section: Global Organizationsmentioning

confidence: 99%

Middle East and North Africa (MENA): Globalization and the Role of Culture

Shaykhian

Ziade

Khairi

2019 ASEE Annual Conference &Amp; Exposition Proceedings

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Gholam Shaykhian has received a Master of Science (M.S.) degree in Computer Systems from University of Central Florida and a second M.S. degree in Operations Research from the same university and has earned a Ph.D. in Operations Research from Florida Institute of Technology. His research interests include knowledge management, data mining, object-oriented methodologies, design patterns, software safety, genetic and optimization algorithms and data mining. Dr. Shaykhian is a professional member of the American Society for Engineering Education (ASEE). Dr. Jinan Ziade, Westcliff University Jinan Ziade, PhD, holds a doctorate of management in Organizational Leadership and information systems technologies from the University of Phoenix (UOPX), also a graduate Executive Transformation Certificate in Strategic Diversity and Inclusion Management from Georgetown University. Dr. Ziade is an Assistant Professor and a member of the Diversity and Inclusion committee at Westcliff University, teaching managing global diversity, corporate social responsibility and organizational behavior. Additionally, Dr. Ziade is a postdoc research fellow and a member of the Center of Entrepreneurship and Innovation Research at UOPX. Dr. Ziade has published a number of journal articles that were presented at conferences (ASEE and ISCB). Dr. Ziade's research includes examination of cultural differences and leadership practices within global organizations. She also co-authored papers exploring MENA business culture. Dr. Ziade is serving as a Parliamentary Chair, also served as Program Chair of Guild volunteer at St. Jude Medical Center. Dr. Ziade developed a leadership practices model that provides a suitable framework and salient business strategy component for corporations seeking to expand successfully.

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“…Muhammad is looked to as the seminal, perfect leader for Muslims (Greaves, 2012). Fast forward to today where there is much consideration about the Islamic Work Ethic (IWE) in relation to leadership in the MAME.…”

Section: Globe and The Middle East The Middle East Cluster In Globementioning

confidence: 99%

“…The way to simply survive or attempt to thrive was to control resources through vulturine enlargement where the way to obtain more of anything was by taking from others (Salzman, 2008). The preferred techniques for this type of expansion were not conquering and destruction, but instead raiding and, occasionally, expulsion (Greaves, 2012).…”

Section: Conflict Struggle Between Groups Was Inevitable In An Envirmentioning

confidence: 99%

“…In-Group, Out-Group. One significant consequence of the desert context and the conflict that grew from it is the distinction between those who are in-group and those who are excluded from the group (Greaves, 2012;Ali 1990). This nested sets of familial collections that could be very small (the nuclear family) or very big (tribal networks) (Mansfield, 2013).…”

Section: Conflict Struggle Between Groups Was Inevitable In An Envirmentioning

confidence: 99%

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Leadership Adapted: Towards an Understanding of How Western-Developed Leadership Theories are Translated and Practiced in the Modern Arab Middle East

Olson¹

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The purpose of this study is to understand how western-developed leadership theories are translated and practiced in the Modern Arab Middle East (MAME). Over the past century the notion of leadership has progressed through phases of understanding, definition, and practice. This evolution continues today and is no longer contained to the academic and practice-oriented institutions of North America and Europe. Through western-styled educational institutions and professional industries, western-developed leadership theories have stretched around the globe, including the MAME. While this is known, what is much less understood is how these theories are adopted and adapted. This study's objective is to understand what theories of leadership are taught at Master of Business Administration (MBA) programs in the Modern Arab Middle East and how are they applied in local contexts. The research design was qualitative, interpretivist, and exploratory in nature. Data was collected from the MBA programs, their faculty alumni, and by the observations of the researcher. Publicly available documents were gathered by from online sources and during visits to the programs. Interviewed with respondents were conducted both in-person and through phone and digital conversations. Documents and transcripts were catalogued and thematically analyzed with the resulting themes constituting the findings of the study. The first set of findings centers around the question of how leadership is situated as well as what leadership theories are taught and how. It was found that leadership is professed to be highly valued, is broadly defined, and that is taught through traditional educational methods. The second set of findings pertain to what practitioners do with this education. It was found that leadership was spoken of in nine ways: local, regional, and internationally; a changing environment; entrepreneurship; family business; management preferred over leadership, and professional or personal development. Additionally, respondents reported that they experience the concept of leadership to be enigmatic, for a few, and future oriented. This study is hoped to be one of a series to come that considers how westernleadership theory is used in the MAME with an aim that theory may be useful and congruent within local and regional contexts.

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A Primer of Middle Eastern Leadership Culture

Cited by 6 publications

References 4 publications

How Cultural Understanding Influences Business Success in Middle East and North Africa (MENA)

How Cultural Understanding Influences Business Success in Middle East and North Africa (MENA)

Middle East and North Africa (MENA): Globalization and the Role of Culture

Leadership Adapted: Towards an Understanding of How Western-Developed Leadership Theories are Translated and Practiced in the Modern Arab Middle East

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