Why Patients Don’t Come Back? An Explanatory Article on Reasons 2015 By Dr.Hisham Safadi BDs ,...

Why #Leadership in Middle East #Business Sector is important? A Critical

review on how implementing leadership in business enhance sustainability.

By: Dr.Hisham Safadi, 2015

For decades there ways two questions are heading any discussion on

Leadership subject. First what are the difference between leadership and

management? And is leaders are born or made?

Other questions are how can leadership enhance business sustainability ,

what are the benefits of leadership theories on improving business

management and how can business owners implement leadership strategy

that enhance decision making within the organisations.

Those type of questions are forming the resistance power for any change in

business culture. And hence it will affect business transformation to be able

in competing on higher standards.

The competition between businesses are not bounded only by profit and sales

but also in maintain sustainability of this elements. Today huge organisations

are competing via innovation, talent management and business resources

including technology.

Middle East is a targeted location that share a lot of common area’s similar to

the European Union. The Middle East is formed from 22 countries that had

differences in outcomes and man power, but commonly they shared history,

culture, tradition, language and religion.

Still the researches that related to Middle East relations with the theories of

Leadership is still poor in content and don’t feed the hunger of knowledge or

don’t evaluate accurately what changes can happen by implementing

leadership styles in Middle East Countries.

On the other hand a remarkable leadership styles had raised from the Middle

East and the iconic example is His Highness Sheikh Mohammed bin Rashid

Al Maktoum is the United Arab Emirates? Vice President and Prime Minister

and Ruler of Dubai. He has lead a huge changes that position the city of Dubai

among the best cities for living and conducting business in the world. Sheikh

http://www.mindtools.com/pages/article/newLDR_41.htm

http://en.wikipedia.org/wiki/Management

http://en.wikipedia.org/wiki/Management

http://www.sheikhmohammed.com/vgn-ext-templating/v/index.jsp?vgnextoid=cdc1c1922d435310VgnVCM1000003f64a8c0RCRD&appInstanceName=default

http://www.sheikhmohammed.com/vgn-ext-templating/v/index.jsp?vgnextoid=cdc1c1922d435310VgnVCM1000003f64a8c0RCRD&appInstanceName=default




Mohammed leadership is reflecting how leaders can handle responsibilities

empowered by their role.

Another example is King Abdullah Bin Al Hussain the King of Jordanian

Hashemite Kingdom , he has been in power since 1999 and demonstrate a

political leadership style which enable him to drive Jordan to be safe from

neighbours threats specially with crisis that hit Syria and Iraq.

On the business level at Middle East it was not clear if there was rising names

who had reflect a leadership style on their businesses or applied leadership

strategy that has an impact on transforming their business for better position.

The impact of business changes in Middle East is powered by changing

management theories and not implementing leadership theories.

Candura, Von Glinow & Lowe (1999) examined leadership and Organizational

outcomes in the Middle East and used United States samples as a frame of

reference. Results showed that people-oriented leadership (Consideration)

was related to job satisfaction and leadership effectiveness in the United

States sample. In stark contrast, there was a relation between task-oriented

leadership, satisfaction and leadership effectiveness in the Middle East.

The outcome is may produce due to the working regulations which are applied

in certain countries in the Middle East. Other factors are immigration rules

and expenses of living differences between Middle East countries.

Multinational companies in the past decades had established presence in

certain cities in the Middle East like Dubai, Aqaba, Jeddah and Cairo. Which

allow them to have better logistics in serving their customers in far Asian

countries and use the advantages of zero tax policies like in Dubai or low rate

and competitive taxation policies like in Aqaba.

Working at a multinational company at your home country is the best what a

normal staff can achieve to have the opportunity to develop his profession and

career especially in countries with low income wages and poor public services.

This led us to ask how leadership can improve multinational companies’

http://en.wikipedia.org/wiki/Abdullah_II_of_Jordan

http://en.wikipedia.org/wiki/Multinational_corporation




performance out of those companies’ headquarters. More over how

multinational companies can perform against the stress which may developed

on their employee’s lifestyle from working for large corporations.

Oxenstierna et al (manuscript) have studied stress among employees in a

large multinational company and found differences in stress among

subordinates with regards to typical ways of dealing with problems or conflicts

in the organisation. The highest levels of perceived stress, self-reported health

and self-reported sick leave were reported in organisations where no

conscious effort was made to solve the problems. Organisations with a

democratic way of dealing with problems had the best health rates among

subordinates and thereafter came organisations where leaders make the

decisions in an authoritarian way. A comparison between Sweden and

Germany revealed that democratic solutions were more common in Sweden

and authoritarian solutions more common in Germany.

It had explained in several literature that higher rate of staff satisfaction rates

will enable business organisations to achieve their goals and objectives. In

Organisations that positions as staff centred care , a several ways of

communications between management and staff are enabled to empower the

staff rights in complain , sharing their ideas and be more engaged in

organisation decisions. On the other hand organisations that don’t focus on

staff engagement are facing resistance from the staff for any change , or in the

best scenario a hidden resistance will be developed that will be preventing

business organisation from achieving their goals and objectives. This type is

the worst threat that business management can face. Management solutions

may not be effective in solving such type of problems but leadership can.

Duxbury et al. (1985) found job satisfaction and burnout to be related to each

other and affected in a similar way by initiation of structure and consideration

leadership, though burnout was affected to a lesser degree. Blase, Dedrick, &

Strathe (1986) found a moderate association between teacher satisfaction and

degree of stress perceived to result from the principals’ initiation of structure




and consideration behaviour. Stordeur et al. (1999) found stress to be

negatively correlated with job satisfaction. Results reported by Rose (1998)

indicate that Leader-Member-Exchange is positively related to job satisfaction

and negatively related to burnout. In conclusion to face stress and low

performance of staff which are related to unspecific reasons, a leadership

strategy to motivate and enhance the shared value between staff that will

promote and encourage staff engagement is required.

Any job seeker will be looking for better role and position that will grant him

or her better wages, medical insurance and other extra benefits like home

allowance, children education and paid maternity leave. But it was found that

70% of job seekers accept working at lower roles than their qualifications. The

mentality culture play a big role in this arena where working is better than

being off work. It’s not related just to be productive element in the society by

also due to the community acts against any younger healthy educated person

who remains without work. So they accept minor position just to start up. We

named them as assistants or subordinates. But what is the relation between

leadership and subordinates in Middle East.

Only a limited amount of leadership literature has discussed the impact of

leadership on subordinates. An even smaller amount of studies has

investigated how leadership affects the subordinates. Most studies on

leadership have also been carried out in the United State US, and when

conducted in Europe and other countries, the studies have to a great extent

been influenced by United State US leadership models and instruments. Most

leadership studies have been conducted in one country only, and no more

than a couple of European cross-cultural studies on the impact of leadership

dimensions on the health of employees have been found in the search

conducted. The gender perspective has not been included in hardly any

studies found. There is a low findings of the relation between leadership and

how it effect on subordinates in the Middle East.




Some are arguing that leadership theories does not apply to all business

sectors in Middle East. Mainly the healthcare sector in Middle East is the most

beneficiary sector from applying leadership theories and strategies. So what

is leadership and management for health care practice?

We know that effective leadership and management does not happen by

chance. In health care sector the leadership practice aimed to improve health

care professionals who want to develop the knowledge, skills and qualities to

be an effective health care leader. Most of Leadership and management in

healthcare practice studies and courses such in University of Salford,

Northumbria University, University of Leeds, Tennessee Technological

University and Many Other is designed to give healthcare professionals

including doctors, nurses, dentists, radiologists and administrative staff the

confidence to try new and creative approaches to the workplace, deal with

complex leadership situations and provide effective patient and service

outcomes. The studies enables them to implement quality improvements that

are locally lead, patient-centred and clinically driven. Adding to the previous

statement and scope they will be having the ability to transform patient and

service outcomes at a local level.

Healthcare organisations had reported difficulties in achieving their goals. But

organisations which apply leadership at different level of management can

easily achieve the organisations objective because the staff and employees

understand their organisation and become an effective leader toward

achieving the objectives. The benefit of studying leadership in healthcare help

the staff and their organisations with the support of learning organisation

culture to explore the challenges and opportunities to influence policy that

impacts on patient and service outcomes, enhancing staff knowledge, skills

and qualities, develop the skills to manage change in complex and changing

health care settings, develop project management skills and implement a




change management project. Those benefits can’t be developed only by

management studies.

It’s important to understand health care organisation concept of work as well

as theories of leadership and management including governance, strategic

management and stakeholder engagement. Moreover understanding yourself

as a leader and improve your personal leadership knowledge, skills and

qualities by having the exposure to learn about leadership and management

approaches, narrative analysis, emotional intelligence and effective

leadership. Develop the skills needed to lead change and make quality

improvements in care services is not only bounded for the healthcare sector

but it is also expanding to cover other area of business like logistics ,

technology , real estate , applications , research and development , aviation

and trading. It’s clear that all other sectors are dealing with clients,

customers, product, services and customer relations. No matter what are

sector is dealing with all have the same core. Studying leadership theories

and implement the learnings outcomes will place any staff, manager or CEO

in a strong position to take on a leadership role and to further progress his

career within the field of his organisation business. It has been reported from

professionals who been studying leadership how their leadership development

went hand in hand with the work-based and work- related learning that they

have undertaken. The gained leadership skills have been enhanced through

application of learning within their own organisation. Self-assessment of their

own role as leader has revealed an enhanced level of understanding about the

context of the organisation, decision-making, strategy development and

implementation. Furthermore they learnt how strategic planning is

undertaken within their own organisations.

"What is leadership?" and how can I be a successful leader? Those questions

are raising when we hear the term of Leadership. Leadership means different

things to different people around the world, and different things in different

situations. For example, it could relate to community leadership, religious




leadership, political leadership, and leadership of campaigning groups.

According to Dwight D. Eisenhower Leadership is the art of getting someone

else to do something you want done because he wants to do it? It has been

agreed that to be an effective leader you shall be able to demonstrate the

following:

Creates an inspiring vision of the future.

Motivates and inspires people to engage with that vision.

Manages delivery of the vision.

Coaches and builds a team, so that it is more effective at achieving the

vision.

Businesses, government organisations, non-profits, and educational

establishments need leaders who can effectively navigate complex, changing

situations and get the work done. The questions that need to be asked at the

organizational level are: who do we have, what do they need to do, and are

they equipped to do it? CCL conducted a research study to determine if the

existing level of and type of leadership skills are sufficient to meet

organizational requirements. The study was designed to address the following

questions:

• What leadership skills and perspectives are critical for success now and in

the future?

• How strong are current leaders in these critical skills and perspectives?

• How aligned is today’s leadership strength with what will be the most

important skills and perspectives in the future?

A leadership gap or shortfall may have one of two causes: when leaders are

focused on the right abilities, but haven’t sufficiently mastered them, or when

leaders are not focused on the right skill areas. The first is a matter of degree;

the second is a matter of material. Either can be a problem in both the short-

and long-term. Organizations (and individual leaders) want to avoid a

discrepancy between areas of strength and areas of need; however, the figures




indicate that organizations today are experiencing a current leadership deficit

and can expect a leadership gap in the future.

Seven leadership skills are the most important now and in the future, which

are: leading employees, strategic planning, inspiring commitment, managing

change, and resourcefulness, being a quick learner, and doing whatever it

takes. Today’s leadership capacity is insufficient to meet future leadership

requirements. The four most important future skills — leading people,

strategic planning, inspiring commitment, and managing change — are

among the weakest competencies for today’s leaders. The leadership gap,

then, appears notably in high-priority, high-stakes areas.

We are reaching a critical point where we shall ask ourselves how

organisations can build a strong leadership strategy. For organizations to

build leadership strength, they need to identify what elements of leadership

are required and valued in the organization and for what roles. Modifying or

customizing an organization’s competency model may be a needed and

valuable task as organizations build a leadership strategy and create

development initiatives; however, the following 10 skills and perspectives have

been identified and refined though research and work with leaders and

organizations:

1- Balancing work priorities with personal life so that neither is neglected.

2- Being a quick learner, adaptable, decisiveness and inspiring.

3- Compassion and sensitivity by showing understanding of human

needs, remaining calm during difficult times.

4- Confronting people and Doing whatever it takes– persevering under

adverse conditions.

5- Employee development by coaching and encouraging employees to

develop in their career.

6- Leading people, managing change and managing one career by using

professional relationships, directing and motivating people.




7- Participative management by involving others (such as listening,

communicating, informing) in critical initiatives.

8- Resourcefulness – working effectively with top management.

9- Respecting individuals’ differences, Self-awareness by recognizing

personal limits and strengths.

10- Strategic planning– translating vision into realistic business

strategies, including long-term objectives

We are looking to identify what are the criteria of successful leadership and

leader? Of Seven skills were identified as most critical for success in

leadership, now and in the future, which are:

1. Leading people.

2. Strategic planning.

3. Managing change.

4. Inspiring commitment.

5. Resourcefulness.

6. Doing whatever it takes.

7. Being a quick learner.

Leaders who are effective in each of these areas, then, have strengths that are

needed and will continue to be needed by organizations in the years to come.

Those whose strengths lie primarily in the other areas will have significant

learning to do to remain as relevant and effective as their peers who have

demonstrated the most-desired competencies

Leadership is not hard context but at the same time and after determining

what the criteria of a successful leader are, we shall be able to present the

leadership skills, but is there a deficit or gap in current leadership? Before we

could determine the extent to which today’s leaders are equipped for

tomorrow’s challenges, we needed to measure the current strength of




leadership. In other way are people were demonstrating the leadership skills

that are most needed by organizations. Looking back into CCL research the

results showed that leaders lack the skills they need to be effective today. The

study found that for all 10 competencies, the current strength is not sufficient

for effectiveness in leadership roles today. This holds true across countries,

industries, and organizational levels including Middle East Countries.

Among the top five needs — inspiring commitment, strategic planning, leading

people, resourcefulness, and employee development — only resourcefulness

is a “top ten” skill. In other words, the majority of the competencies rated

important for organizational success are not the leadership skills at which

their managers perform the best. This is what calls, “the current leadership

deficit.” So, even if nothing were to change in the future, today’s leaders are

not as skilled as they should be to effectively manage current challenges. Bear

in mind that in 2009, leaders may feel even less capable in these key ranges.

The CCL study was piloted prior to the dramatic economic recession in 2008;

so recent occasions likely have required even more of leaders. It might be

particularly interesting to return to the financial sector for further research.

As a conclusion and a result leaders are not adequately prepared for the

future. Today’s leadership capacity is insufficient to meet future leadership

requirements. This finding is consistent across countries, organizations, and

level in the organization including Middle East countries. The four most

important future skills — leading people, strategic planning, inspiring

commitment, and managing change — are among the weakest competencies

for today’s leaders. The leadership gap, then, appears notably in high-priority,

high-stakes areas. Other areas where there is a significant gap between the

needed and existing skill levels are: employee development, balancing

personal life and work, and decisiveness. These areas are flagged below as

“key gaps”. Contrariwise, these data show that many leaders’ strengths are

not in areas that are most important for success. Organizations report greater

bench strength in areas of building and mending relationships, compassion




and sensitivity, cultural adaptability, respecting individual differences,

composure, and self-awareness. In organizations where this is the case,

sufficient skill-level has been established in these areas and further large-

scale efforts to boost these areas are unnecessary. Only four areas were

considered to be “on-track,” with the current level of strength matching the

level of importance: being a quick learner, resourcefulness, participative

management, and doing whatever it takes.

In conversations, it’s clear that there is a requirement as never before to grow

leaders in organisations who connect with others, who collaborate easily and

well. Who foster dialogue and joint problem solving on the big issues that

confront us in the next decades? Who break down silos, transcend

organisational boundaries, who reach out to stakeholders inside and outside

of their organisations, and embrace change.

In Middle East Countries like Jordan and Sudan especially Gulf Countries

like United Arab Emirates, Saudi Arabia, Oman and Qatar have a workforce

which is incredibly diverse. Research on leadership in Middle East region

distinguished feature of leaders who already stand out from their colleagues,

is that they create the compelling clarity and vision needed to bring the

organisation staff that they lead together to achieve outstanding business

results. As we nurture leaders for the challenges of 2030 and beyond, in the

Middle East there is a particular requirement to lead diverse workgroups with

different ethnic backgrounds and beliefs. And with the massive changes in

age profile of populations of most countries in the region, with high

percentages of the population below 25, the current leaders will need to be

able to integrate the energy, hope and digital savvy of young employees with

the wisdom and experience of the established workforce. They need to build

bridges of understanding and co-operation between these generations. The

respect of cultural traditions, should be helpful.

This result drive us to ask another question. Is leadership in Middle East is

Different than elsewhere? Or in other words what is the differences between




leadership criteria in Middle East than other countries and regions in the

world? In ‘Lift Off’, Hay Group’s landmark study of leaders in the Middle East,

they found there was a reluctance on the part of leaders in Middle East region

compared with leaders elsewhere in the world, to delegate and empower. Many

leaders were creating an opaque climate, and issuing directives — telling

people what to do — rather than providing direction. This carried the risk of

employees not wanting to step up and take responsibility in business

organisations based in Middle East. We referred to this situation in two

different ways one is poor staff engagement or staff resistance.

To successfully develop this combination of skills and qualities – and adopt

what is, in effect, a ‘post-heroic’ leadership style –leaders in Middle East may

need to abandon much of the thinking and behaviour that driven them to the

top of their organisations in the first place. But if leaders want their

businesses to survive and thrive over the next two decades they have no

choice. Unless they dramatically change their leadership style, so their

organisations will not lose out in the race for innovation, the tramp to

globalisation and the combat for talent. They will be, quite simply,

unsustainable. This conclusion has reached after working with Germany-

based Company to identify the megatrends they believe will affect

organisations and their leaders greatly over the coming decades and analysing

the implications of each at a corporate, organisational, team and individual

level.

Organisations will have to radically adapt their cultures, structures, systems

and processes in order to survive the new world order – and managing in

matrix structures, where information flows around the organisation and

around the globe in a way that renders traditional hierarchies and reporting

lines redundant, is one of the biggest challenges. Leaders will have to manage

through influence rather than authority, which may not come easily to many.

Indeed, the demands the dramatically changing business climate will have on

leaders at a cognitive, emotional and behavioural level will be unprecedented.

http://www.engageforsuccess.org/about/what-is-employee-engagement/




Leaders will have to be multilingual, flexible, internationally mobile and

adaptable. But, most crucial of all, they must be highly collaborative and have

strong conceptual and strategic thinking skills. While globalisation is

unstoppable, therefore, its progress won’t be smooth. Organisations need to

be aware of and sensitive to the changing political and economic sensibilities

in different countries – particularly emerging and developing economies –

which could reduce global interdependence and accessibility, at least in the

short term. What’s more, while consumption patterns among the new middle

classes are converging, the values of those in emerging nations may differ

widely from those in the West.

In practical terms, this means that international companies need to adapt

their global strategies for local markets – a process that will be helped by

fostering local participation in decision-making, having more culturally-

diverse leadership teams and encouraging more cross-country and cross-

functional collaboration. They will also need to be more agile, as the best

global companies operate like a flattened matrix, where information and

authority flow in all directions.

The strategic thinking and cognitive skills leaders will need to navigate this

new world order are unprecedented. Good implementation and execution are

no longer enough – if, indeed, they ever were. Also, the task is so enormous

that it is beyond the power of one single individual to accomplish, making

collaboration among a range of different people essential even at the stage of

conceptualising challenges. What globalisation second edition makes

abundantly clear is that the days of one or two ‘heroes’ at the top of

organisations dictating strategy are well and truly over. So, as well as being

multilingual, flexible, internationally mobile and adaptable, and culturally

sensitive, leaders will also have to be collaborative and good conceptual and

contextual thinkers. Additionally, they will need the ability to lead diverse

teams over which they may have no direct authority and to find new ways of

engendering personal loyalty in an environment where the old loyalties




between employer and employee are declining due to the distance between

them. Industrial countries and cities like Saudi Arabia (King Abdullah

Industrial City) , United Arab Emirates (Dubai Industrial Park (DIP) , Khalifa

Industrial Zone Abu Dhabi (KIZAD) , Ras Al Khaimah Investment Authority

(RAKIA)), Qatar (Qatar Petroleum) , Egypt ( 10th of Ramadan Industrial Zone)

, Jordan (Aqaba Freehold Industrial Zone) and more industrial area’s in the

region will suffer skills shortages and pressure on the welfare system, and

migration will increase – not just from the more to the least populous

countries, but also as a result of armed conflicts, disasters and environmental

problems. However, the ‘brain drain’ will increasingly turn into a ‘brain cycle’

as growing numbers of migrants return home and use their new skills to

accelerate local development. But talent will continue to be at a premium and

retaining employees with key skills will be a challenge.

Indeed, for organisations this means that the ‘combat for talent’ will continue

to rage, with effects on their innovation capability. But they have an

unprecedentedly diverse pool of potential employees to draw on, and will have

to work hard to attract, integrate and develop international migrants, older

people, women and others with ‘caring’ responsibilities. This will mean

introducing family-friendly and age-appropriate employment models, along

with educational and development programs – not least those designed to

transfer knowledge between different generations. A leadership strategy that

encourage Talent Management is required to face this types of business

challenges.

Leaders will need to understand, lead, integrate and motivate teams of

increasingly diverse employees. Fostering inter-generational and inter-

cultural teamwork is essential, as is finding ways to engender commitment

and loyalty among people of different ages, from different cultures and with

different values. Leaders will also have to adapt their organisations in order

to encourage more women and other ‘minorities’ into leadership positions.

Organisations and their leaders face a hard, but not impossible, challenge, as

http://www2.kaec.net/

http://www2.kaec.net/

http://www.dipark.com/SitePages/index.aspx

http://kizad.com/en

http://kizad.com/en

http://rak-ia.com/

https://www.qp.com.qa/en/Pages/Home.aspx

http://www.gafi.gov.eg/English/Pages/default.aspx

http://www.aqabazone.com/en/

http://www.cipd.co.uk/hr-topics/talent-management.aspx




those companies already adapting or preparing to adapt to the new world

order demonstrate. And, as ever, the ‘Best Companies for Leadership’ are in

the vanguard of post-heroic leadership approaches. For example, the Top 20

are looking everywhere for leadership, innovation and ideas – not just up the

hierarchy. They are becoming more effective by ensuring the diversity of their

leaders and workforces reflects the growing diversity in their markets. And

they are improving their cross-cultural leadership and collaboration

accordingly. They are also more socially and environmentally responsible than

their peers, and ensure their employees are able to strike a good balance

between work and the rest of their lives. But even their journey has just

begun. Adapting to a world being rapidly reshaped by these six megatrends is

like entering uncharted territory. But organisations have to push on: there is

no alternative. Old structures and leadership styles just won’t cut it any

longer

The term emotional intelligence is raising as an important element of

successful leadership, and it had been integrated as one of the factors that

lead organisation to be better in performance and outcomes of any business

or project. There is a difference between the definitions of business

intelligence and does your business have an emotional intelligence? To read

more about the relation between business and emotional intelligence read it

on Does Your Business have Emotional Intelligence?

The United Arab Emirates is emerging as the business capital of the Middle

East. In this complex, demanding environment, to what extent do the “soft

skills” of emotional intelligence matter? In another word what is the

importance of emotional intelligence for business sector and how emotional

intelligence can enhance leadership style?

In a study of 418 leaders living in the region, there is a very strong relationship

between emotional intelligence skills and performance outcomes. Scores on

the SEI (Six Seconds Emotional Intelligence Assessment) predict over 58% of

the variation in critical professional and personal success factors (such as

http://www.mindtools.com/pages/article/newCDV_59.htm

https://hishamsafadi.wordpress.com/2015/03/07/does-your-business-have-emotional-intelligence-i-business-startups-usa-europe/

http://government.ae/en




effectiveness, influence, relationships, and career status). This means that if

you want to get ahead in the Middle East, emotional intelligence is one of the

most important capacities to develop

There are numerous studies documenting the relationship between

emotional intelligence and various aspects of performance, but this

is one of the first studies of this kind in the Middle East. The UAE,

one of the region’s business centres, is the base for a wide range of

businesses led by an incredibly diverse mix of leaders from all over

the globe. This study was conducted by Six Seconds (global) and Six

Seconds Middle East in partnership with Dubai Knowledge Village

(DKV), the region’s first and largest centre for human resource

management professionals. Focused on Human Resources, Learning,

and Leadership, the 450 business partners form part of a long-term

economic strategy to develop the region’s talent pool and accelerate

its move into acknowledge-based economy. DKV is part of TECOM

Investments, one of the major economic engines of the region

The Performance scale was developed from a questionnaire Six Seconds has

used for previous research and expanded for the purposes of this study. Using

a 5-point Likert scale respondents rated themselves on 42 items related to:

Effectiveness (completing the right work in the right timeframe)

Influence (engaging others in ideas)

Decision making (accurately evaluating options)

Career (growing professionally, both in skills and revenue)

Relationships (building mutually supportive alliances)

Finance (creating prosperity)

Health (maintaining physical and mental fitness)

Quality of Life (living in a fulfilling manner)

http://www.kv.ae/

http://www.tecom.ae/about-us/tecom-investments/

http://www.tecom.ae/about-us/tecom-investments/

http://www.simplypsychology.org/likert-scale.html




Family (developing caring and connected relations) Respondents are asked to

rate their agreement with a series of statements, such as, My choices are

effective , People come to me to get the job done ,I have a strong network, My

career is progressing smoothly and I am financially secure

There is a very strong relationship between emotional intelligence and

performance; Avery large percentage of the variation in performance is

predicted by EQ, especially for entrepreneurs. This finding suggests that the

skills of emotional intelligence are Critical for professional success at all

levels, and even more critical for those creating new enterprises. All the

aspects of performance in this study can be predicted by emotional

intelligence scores, but there is a great deal of variation in the strength of that

correlation. The performance factors most strongly predicted by EQ are

Decision Making, Effectiveness, and Influence. These outcomes are critical to

leadership, suggesting that emotional intelligence is most important in this

domain. In short: It appears that leaders who develop greater emotional

intelligence are more likely to succeed.

To be continued,

About the Author:

Dr.Hisham M Safadi (Hisham Safadi ) BDS & MSc Leadership and Management in Health

Care Practice form the University of Salford where his Master dissertation was in the effect of

Emotional Intelligence on improving Dentistry care in Middle East. He was born and raised in

the Emirates of Ras Al Khaimah, United Arab Emirates. Dr.Safadi had start his professional

career as a dentist then turn to the field of managing medical facilities and investment

management. His main interest is business start-up, leadership and mentoring. Currently he is

leading several projects in Manchester that is related to enhance patient experience and

improving leadership style through education.

Twitter: @hishamsafadi

Read more from the Author:

https://hishamsafadi.wordpress.com/




Leadership in Dentistry Opportunities and Threats. Review 2008 by Dr.Hisham Safadi

Why shall Healthcare Providers care about Patients Payments and Finance?

12 successful elements for Business Start-ups Leadership.

How to Say Thanks for Your Business?

References and Resources:

Accentuating the Positive, (pp. 27-38), Oklahoma City: Hogan Publishing

CIPD, O. (2015). Talent Management - HR Topics - CIPD. [online] Cipd.co.uk.

Available at: http://www.cipd.co.uk/hr-topics/talent-management.aspx [Accessed 25

May 2015].

Dubai Knowledge Village, (2015). Home. [online] Kv.ae. Available at:

http://www.kv.ae/ [Accessed 25 May 2015].

East, L. (2015). Leadership Success and Emotional Intelligence in the Middle East.

[online] Academia.edu. Available at:

https://www.academia.edu/1293110/Leadership_Success_and_Emotional_Intelligenc

e_in_the_Middle_East [Accessed 22 May 2015].

Engage for Success, (2015). What is employee engagement? - Engage For Success.

[online] Engage For Success. Available at:

http://www.engageforsuccess.org/about/what-is-employee-engagement/ [Accessed 25

May 2015].

Group, H. (2015). Leadership 2030. [online] Available at:

http://www.haygroup.com/downloads/uae/Leadership_2030_whitepaper_ME_Preface

__V_0_4.pdf [Accessed 22 May 2015].

Group, C. (2012). Gap in Leadership. [online] CCL Group. Available at:

http://1flx2n111byp1uwbgs2dik4p.wpengine.netdna-cdn.com/wp-

content/uploads/2015/04/leadershipGap.pdf [Accessed 22 May 2015].

Kaplan, A. (2014). European management and European business schools: Insights

from the history of business schools. European Management Journal, 32(4), pp.529-

534.

Leslie, J.B. & Chandrasekar, A. (2009).Managerial Strengths and Organizational

Needs: A Crucial Leadership Gap In Robert B. Kaiser (Editor),The Perils of

McLeod, S. (2015). Likert Scale | Simply Psychology. [online] Simplypsychology.org.

Available at: http://www.simplypsychology.org/likert-scale.html [Accessed 25 May

2015].

Mind Tool, (2015). What is Leadership? [online] Mindtools.com. Available at:

http://www.mindtools.com/pages/article/newLDR_41.htm [Accessed 25 May 2015].

https://hishamsafadi.wordpress.com/2015/05/17/leadership-in-dentistry-oppurtinities-and-threats-review-2008-by-dr-hisham-safadi-dentistry-healthcare-leadership/

https://hishamsafadi.wordpress.com/2015/05/17/why-shall-healthcare-providers-care-about-patients-payments-and-finance-patients-healthcare-fund-finance/

https://hishamsafadi.wordpress.com/2015/05/15/12-successful-elements-for-business-startups-leadership-i-startups-business-leadership/

https://hishamsafadi.wordpress.com/2015/04/19/how-to-say-thanks-for-your-business-business-startup-socialmedia-bigdata-usa-europe/




Ministry of Economy, U. (2015). Ministry of Economy - default. [online]

Economy.gov.ae. Available at:

Ramanathan, T. (2010). Managing change in offshore outsourcing alliances: case

studies from a multinational pharmaceutical company. International Journal of

Strategic Business Alliances, 1(3), p.223.

Sheikh Mohammed Bin Rashid, A. (2015). Sheikh Mohammed bin Rashid Al

Maktoum. [online] Sheikhmohammed.com. Available at:

http://www.sheikhmohammed.com/vgn-ext-

templating/v/index.jsp?vgnextoid=cdc1c1922d435310VgnVCM1000003f64a8c0RCR

D&appInstanceName=default [Accessed 25 May 2015].

Safadi, H. (2015). Does Your Business have Emotional Intelligence I #Business

#start-ups #USA #Europe. [online] Dr.Hisham SAFADI. Available at:

TECOM Investments, (2015). TECOM Investments | TECOM Investments. [online]

Tecom.ae. Available at: http://www.tecom.ae/about-us/tecom-investments/ [Accessed

25 May 2015].

Tools, M. (2015). What is Leadership? [online] Mindtools.com. Available at:

http://www.mindtools.com/pages/article/newLDR_41.htm [Accessed 23 May 2015].

https://hishamsafadi.wordpress.com/2015/03/07/does-your-business-have-emotional-

intelligence-i-business-startups-usa-europe/ [Accessed 25 May 2015].

UAE Government, U. (2015). The UAE Government Official Portal - Home. [online]

Government.ae. Available at: http://government.ae/en [Accessed 25 May 2015].

University of Salford, M. (2015). Leadership and Management for Healthcare

Practice MSc/PgDip/PgCert | Postgraduate Taught | University of Salford,

Manchester. [online] Salford.ac.uk. Available at: http://www.salford.ac.uk/pgt-

courses/leadership-and-management-for-healthcare-practice [Accessed 22 May 2015].

Tags and Keywords:

Health, healthcare, leader, leadership, business, organisation, start up, emotion,

intelligence, emotional intelligence, scale, research, study, big data, science, Salford,

Dubai, university, Saudi, united Arab emirates, Arab , middle, east, Egypt, Qatar,

Jordan, Oman, Aqaba, free zone, industrial, talent, management, entrepreneur, nation,

Manchester, hisham, safadi, hishamsafadi, , ras al khaimah, UAE, Abu Dhabi,

dentistry, dental, patients, staff, employee, government, conflict, compete, growth

hacking, marketing, sales, management, administration, nurses, doctors, business

plan, talent management, USA, United, State, Kingdom, UK, Europe, Auditing,

White, paper, white paper, project, project management, HK, twitter, facebook,

linkedin, social, media, social media, news, platforms, apple, android, google, MSN,

yahoo, article, must read, read, references, resources, risk,

Why Patients Don’t Come Back? An Explanatory Article on Reasons 2015 By Dr.Hisham Safadi BDs ,...

Documents

Transcript of Why Patients Don’t Come Back? An Explanatory Article on Reasons 2015 By Dr.Hisham Safadi BDs ,...