How to turn UAE’s national minority into a leadership majority

Fast track Emirati leaders by focusing on pre-existing leadership strengths within the UAE rather than in the West.

In my last column on Emirati leadership development, I explained why the UAE needs to transform the national minority into a leadership majority. This article will explain how the country can achieve such a transformation – fast. Utilising UAE strengths, training leaders from an early age, and offering the latest technological assistance will help to develop the large number of national leaders needed in the UAE.

First, leadership development should begin on a solid foundation by utilising UAE strengths. Fortunately for the UAE, young Emiratis demonstrate a propensity for helping their country. In fact, Oxford Strategic Consulting’s Maximising Emirati Talent survey report found that young Emiratis are actually most motivated by “helping the country”.

To connect this key motivator with leadership development, government figures must stress that leadership is a strategic country goal. This way, the government can clearly communicate that serving as a leader represents an important contribution to the health of the country. National leadership, then, must be considered more of an altruistic endeavour rather than an individualistic pursuit of money, power and influence.

Moreover, Oxford has identified that a distinctive Emirati leadership style does exist and possesses particular advantages for leadership development because of its focus on loyalty, relationships and family-based respect and obligations. This leadership style allows senior leaders to assess their organisations’ strengths and weaknesses through a matrix that is compatible with their culture and attitudes. It has lessons for leaders worldwide and should be clearly defined, promoted and taught. However, it is most useful for local Emirati leaders.

Yet many companies seek to replicate best-practice human resource management built on western conceptions of leadership management, and these practices are not always compatible with the UAE’s organisational culture. As a result, young Emiratis often turn to the US or UK to learn about leadership when, in fact, there are great examples in the UAE. Emirati nationals should have the chance to demonstrate leadership consistent with their own national identity and culture, and providing them with such an opportunity will make them all the more eager tolead.

Second, grow leaders from a very early age and offer them the best leadership training available. Greater integration of leadership programmes into educational curriculums can help here. Increased opportunities of summer internships and graduate schemes that focus on leadership development are also highly desirable. Luckily, young Emiratis have leadership figures to serve as role models. Most young nationals view the nation’s rulers as excellent role models.

Later in their careers, all leaders should have access to globally recognised leadership training and accreditation. It is important that all leadership development programmes available to Emiratis adhere to global accreditation standards, as it is well known that poorly designed training is worse than no training at all. And Emiratis deserve the best training on the market.

Third, treat leadership development as a continuous process of engagement between the leader and his/her team because leadership development does not stop after training. Instead, the latest technology can offer simple, practical help to first-line leaders. Oxford research indicates that first-line leaders spend only 20 per cent of their time leading, and they tend to carry out simple leadership activities, such as “organise a team meeting”. Here, practical, technology-based help such as the new iLeader app can make a difference.

There is no shortage of tools available to help transform the national minority into a leadership majority. Utilising existing strengths such as youth motivations to help the country as well as the Emirati leadership style serve as excellent starting points for developing more national leaders.

Globally recognised leadership programmes can then hone their leadership skills in a business context.

Finally, technology-based help, such as leadership apps, can offer assistance on distinct leadership tasks. These tools are readily available to Emiratis, but it is upon the HR community to teach UAE citizens how to quickly build the next generation of national leaders.

Robert Mogielnicki is a senior analyst with Oxford Strategic Consulting, which specialises in building human capital across the GCC and Europe