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"Muna, Farid A"
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The Palestinian Executive
The Palestinian Executive is based on field research in the West Bank and Gaza, which involved interviewing 110 executives from 63 publicly and family-owned companies. Using a cross-cultural and contextual approach, the authors examine the leadership styles of successful senior executives and managers living and working under challenging conditions in Palestine. The book:
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Explores the impact of culture, environmental pressures, and harsh circumstances on doing business in Palestine
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Sheds light on the leadership, interpersonal, and decision-making styles of successful Palestinian executives
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Provides specific recommendations on how to develop future business leaders.
The Palestinian Executive is an indispensable book to many, among them: CEOs, business leaders, and HR professionals who are responsible for recruiting, motivating, and developing their current and future managers; aspiring young Palestinian students, supervisors, and managers; academic scholars as well as students of cross-cultural leadership; multicultural managers and expatriates who work with or for Palestinian organizations.
eBook
Balancing work and personal life: the leader as acrobat
Purpose - The purpose of this paper is to exhort leaders, organizations, and HR professionals to introduce changes in the work structure and environment, as well to pioneer new policies and practices, which allow employees to bring more balance into their lives.Design methodology approach - The long-term benefits of balanced work-life are outlined from the research literature as well as the experience of selected business leaders. This is followed by a series of practical exercises designed to help readers achieve work-life balance.Findings - Using the metaphor of an acrobat, this paper provides compelling reasons and proven methodology for leaders and HR professionals to engage more seriously with the topic of work-life balance. How to effectively balance work with personal life is demonstrated through a series of personalized exercises which urge readers to examine their past, present, and future; and then set and implement short- and long-term action plans to reach goals that are linked to their personal values and priorities. The final exercise allows readers to track and measure progress using a Balanced Scorecard.Research implications - This paper highlights the need for a longitudinal research to determine how leaders manage to balance their work and life, and what variables lead to either success or failure.Practical implications - HR professionals must become creative when designing work systems programs catering for those who prefer more flexibility through supportive organizational cultures and work job structures.Originality value - This paper links the theory of work-life balance to implementation of changes in lifestyle through practical individual exercises. It is valuable to both leaders and HR professionals.
Journal Article
SEVEN LEADERSHIP ROLES
In 1973, Henry Mintzberg examined what managers really do in his classic book The Nature of Managerial Work. His research debunked some of the myths surrounding managerial tasks at that time. Thirty two years have passed since he described the ten managerial roles under three categories. Today, people know much more about managers and leaders, and the roles they play to carry out their responsibilities. Acknowledging the author's own bias, he has selected for this article seven roles which he believes are essential for effective leaders in today's global business environment. Here are the roles using seven metaphors: 1. Leader as gardener, 2. Leader as Canada goose, 3. Leader as abacus, 4. Leader as captain, 5. Leader as worldly mind-set, 6. Leader as negotiator, and 7. Leader as acrobat.
Journal Article
Leadership lessons from Canada geese
Purpose - The purpose of this article is to discuss the implications of three lessons that leaders can learn from Canada geese to leadership and teamwork in organizations.Design methodology approach - Migratory behavior of Canada geese is compared to widespread behavior among leaders and teams in organizations.Findings - The first lesson is: work as a team: Canada Geese migrate long distances flying in V-formation. This formation results in lesser wind resistance, which allows the whole flock to add around 70 percent greater flying range than if each bird flew alone. Geese find out quickly that it pays handsomely to be team players. Second, wise leadership: when the leader at the apex of the V gets tired, it is relieved by another goose. Leaders rotate, empower, delegate, and even step down when it's in the best interest of the team. How often do we see this taking place among organizational leaders? Wise leaders ensure that their followers are well trained and developed in order to achieve true empowerment and smooth succession processes. Third, humane behavior: if a goose drops to the ground when it gets hurt or sick, two of its colleagues go down with it to take care of it until it either gets healthier or dies. In this fast-paced and competitive age, we seldom see managers going out of their way to help colleagues who are in trouble. In organizations, morale, productivity, and loyalty increase when employees are treated humanely.Originality value - This paper discusses ways that leaders, teams, and organizations can improve performance by applying three lessons learned from Canada geese.
Journal Article
Contextual leadership
Purpose - The purpose of this paper is to investigate the effect of context and culture on leadership and decision-making styles of Lebanese-born executives working in the USA, the Gulf Cooperation Council countries, and Lebanon.Design methodology approach - Using a semi-structured questionnaire, 76 successful Lebanese executives were interviewed in three regions of the world. Comparisons among the three groups are made on three elements: early ingredients for success particularly during childhood and educational years, emotional intelligence (EI) leadership styles, and decision-making styles.Findings - Although successful leaders, born and raised in Lebanon, share the early ingredients for success, they differ significantly in their decision making and EI leadership styles when working outside Lebanon with multicultural and diverse followers.Research limitations implications - The research findings strongly suggest that future research on cross-cultural leadership will be more fruitful when context and culture are taken into account, and if researchers use a non-Western conceptualization of culture, and when the research is conducted by multicultural and interdisciplinary researchers.Originality value - The study lends support to the notion that successful leaders adapt to their new culture and context, learning from adversity and experience, and mastering the cultural context.
Journal Article
The Palestinian executive
Understanding culture from within : culture and context do matter -- Environmental pressures, challenges, and opportunities -- Roles of the Palestinian executive -- Leadership styles of Palestinian leaders -- On performance and motivation -- Ingredients for successful leadership -- Advice to potential executives -- Recommendations for developing future Palestinian leaders -- Suggestions for future research
Book
Manpower Training and Development: The Qatari Experience
A review of how Qatar is approaching the management of its human resources provides the basis for assessing how one Arab state is adapting to change.
Journal Article
The Palestinian Executive
The Palestinian Executive is based on field research in the West Bank and Gaza, which involved interviewing 110 executives from 63 publicly and family-owned companies. Using a cross-cultural and contextual approach, the authors examine the leadership styles of successful senior executives and managers living and working under challenging conditions in Palestine. The book: ¢ Explores the impact of culture, environmental pressures, and harsh circumstances on doing business in Palestine ¢ Sheds light on the leadership, interpersonal, and decision-making styles of successful Palestinian executives ¢ Provides specific recommendations on how to develop future business leaders. The Palestinian Executive is an indispensable book to many, among them: CEOs, business leaders, and HR professionals who are responsible for recruiting, motivating, and developing their current and future managers; aspiring young Palestinian students, supervisors, and managers; academic scholars as well as students of cross-cultural leadership; multicultural managers and expatriates who work with or for Palestinian organizations.
Publication