Developing Multicultural Leaders: The Journey to Leadership by Farid Muna, Ziad Zennie

By Farid Muna, Ziad Zennie

The authors determine 3 phases of management improvement: the early elements for fulfillment ranging from youth; the trails that present and aspiring leaders may still persist with when they begin a profession; and what leaders should still do exceedingly good to develop into and stay amazing in companies working in multicultural environments.

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Third, some of our respondents believed that certain characteristics were genetic (IQ and stamina, for example); and this remains a controversial topic. Additionally, crises and traumatic events, as well as cultural factors (such as religious beliefs, family and social pressures, and cultural beliefs and norms) have played a significant role in the formation of the personalities and value systems of potential leaders. The making of outstanding leaders (learning to become a great leader) Past and current research findings indicate that for potential leaders to become outstanding leaders, they must at sometime in their careers follow some, if not most, of the paths outlined in the middle of the diagram.

Outstanding: involving multiple, highly innovative, and significant contributions that led to (a) the betterment of national employees; and/or (b) productivity, cost improvement, customer service, or marketing; and/or (c) enhancement of organizational objectives and strategies. The outstanding leaders Of the 310 persons we interviewed, 33 percent were considered successful, 38 percent excellent, and 29 percent were outstanding. 1 shows the results by nationality. 1 Accomplishments by nationality (listed alphabetically) Bahraini Egyptian Iraqi Jordanian Kuwaiti Lebanese Omani Palestinian Qatari Saudi Arabian Syrian Emirati (UAE) Total Percent Successful Excellent Outstanding Total 8 7 5 8 8 8 5 8 6 18 9 14 4 8 11 9 6 14 10 6 9 17 7 16 8 5 5 5 6 9 5 7 6 15 5 13 20 20 21 22 20 31 20 21 21 50 21 43 104 33% 117 38% 89 29% 310 100% Note: In the earlier study covering 140 Gulf managers, the results were: Successful 28 percent, Excellent 48 percent, and Outstanding 24 percent (Meirc Training & Consulting, 1989).

De Bono’s and Gladwell’s writings echo the research carried out by Meirc in 1989 and by Muna in 2003, and verify the argument that IQ alone is not sufficient to explain success. Thus, it appears that what matters most is not IQ alone, nor the quality of education, child upbringing, culture and work ethics by themselves, nor EI competencies in isolation. It appears that opportunity, luck and personal circumstances may also partially explain the success of some people. In fact, it is a combination of all these factors that contributes to leadership success.

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