DUNES OF LEADERSHIP - A VALUE DRIVEN APPROACH IN THE DESERT Dr. Robert Pech Khalifa University of Science, Technology and Research February 2014

LEADERSHIP Questions  What do “leaders” do?  How are they different from “managers”?  Who are famous leaders we know of in industry and politics, dead or alive?  What features do they, or did they have that created their fame?  Are there leaders who generated notoriety, the bad side of fame? What did they do?

THE THREE-LEADER PERFORMANCE RANGE  Successful leaders: those who carry out the basic job functions or successfully work through projects and ideas as suggested or begun by their superiors.  Excellent leaders: those who exhibit active leadership and participation in significant advances in performance at the individual and group levels, such as improvements in productivity or quality.  Outstanding leaders: those who make multiple, highly innovative and significant contributions to 1) betterment of employees; and 2) productivity, cost improvement, customer service or marketing; and 3) enhancement of organizational objectives and strategies to improve the lot of internal constituencies as well as for external customers. from Muna and Zennie, (2010).

SERVANT LEADERSHIP: PHILOSOPHY AND SENTIMENT “Servant leaders put the needs of followers before their own needs [….] Because they continually ask themselves what would be best for their constituents, servant leaders are less tempted to take advantage of followers, act inconsistently, or accumulate money and power for themselves.” Hackman and Johnson, (2009, p. 355). 4

SERVANT LEADERSHIP: THE ARAB CONNECTION “On a journey, the leader of a people is their servant.” The prophet Muhammad, (PBUH). “As you are, so will be the rulers that rule you.” Arab proverb, quoted in Adair (2010, p. 1). 5

TEACHINGS FROM THE PROPHET (PBUH)  A leader should exemplify or personify the qualities expected, required and admired in their working groups;  All members of working groups, organizations or communities – at all times in known history – share one thing in common: they are all persons with a common and constant human nature; 6

TEACHINGS FROM THE PROPHET (PBUH)  “A universal leader then, will be a person who exemplifies such distinctively human qualities as goodness, kindness, humaneness, humility and compassion.” Adapted from Adair (2010, pp ). “Verily never will God change the condition of a people until they change it themselves.” (13:11). Question Is a leader who derives his or her style from such values, and puts them into action, more likely to be a successful leader, or an excellent one, or even an outstanding one? 7

FOUNDING FATHER OF THE UNITED ARAB EMIRATES 8

LOVE, SECURITY AND DEVELOPMENT  British withdrawal from the Trucial States  Strategic geopolitical position between East and West  Israel-Palestine conflict under American protection  Viability of Islam  Oil wealth  Iran under Shah Pahlavi

SHEIKH ZAYED: A MAN OF VALUES POLITICAL SERVANT LEADER, MENTOR, VISIONARY 10

EARLY, AS RULER OF ABU DHABI … “First I knew we had to concentrate on Abu Dhabi and public welfare. In short, we had to obey the circumstances: the needs of the people as a whole. Second, I wanted to approach other emirates to work with us. In harmony, in some sort of federation, we could follow the example of other developing countries.” retrieved 11 December

EARLY, AS RULER OF ABU DHABI … Education: the great liberator “The greatest use that can be made of wealth is to invest it in creating generations of educated and trained people.” The companionship of a hunting party “….permits each member of the expedition to speak freely and express his ideas and without inhibition and restraint, and allows the one responsible to acquaint himself with the wishes of his people, to know their problems and perceive their views accurately, and thus to be in a position to help and improve their situation.” Zayed, (1977), Our Arab Heritage. 12

COLLABORATION AND PARTNERSHIP WITH SHEIKH RASHID AL MAKHTOUM 13

CHARACTERISTICS OF THE SERVANT LEADER These are considered central to the development of servant leaders: self-awareness, self-management, social awareness and relationship management 1. Listening 2. Showing understanding of others 3. Healing those under suffering 4. Persuading others often through networks or personal approaches 5. Creating Awareness

CHARACTERISTICS OF THE SERVANT LEADER 6. Having foresight 7. Creating concepts about what could be 8. Showing commitment to the growth of people 9. Committing to stewardship 10. Building a sense of community

SERVANT LEADERS ARE EMOTIONALLY INTELLIGENT LEADERS  “Leadership is an affaire of the heart, not of the head.” These leaders “encourage the heart.” Question When we talk about the heart, do we mean that we put in a measure of “love”?  “It’s hard to imagine leaders getting up day after day, putting in the long hours and hard work it takes to get extraordinary things done, without having their hearts in it.” Kouzes and Posner (1995)

Question for Group Discussion and Personal Reflection: How much “love” and “heart” do you and I put into our leadership? SO WHAT ABOUT YOU AND ME - US?