An Exploratory Look at a MENA Leadership Yardstick
Caroline Akhras
Caroline Akhras, Associate Professor, Department of Management and Marketing, Faculty of Business Administration and Economics, Notre Dame University, Lebanon.
Manuscript received on 17 October 2019 | Revised Manuscript received on 23 October 2019 | Manuscript Published on 02 November 2019 | PP: 510-516 | Volume-8 Issue-2S9 September 2019 | Retrieval Number: B11110982S919/2019©BEIESP | DOI: 10.35940/ijrte.B1111.0982S919
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© The Authors. Blue Eyes Intelligence Engineering and Sciences Publication (BEIESP). This is an open access article under the CC-BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
Abstract: It is held that contemporary Western organizations would neither exist nor develop without leaders who efficiently and effectively manage. Researchers assert that in modern business enterprises, leadership requires the skill of working with and through people and other organizational resources to accomplish organizational goals. In addition, many business leadership studies posit that a key skill is that unique ability to work with the additionally challenging behavior of Millennials and Generation Z geared 24/7 towards accelerated development. Nonetheless, Drucker (2003) looking at modern organizations from a much broader perspective asserted that effective management in the post-industrial arena is probably the main resource of the developed world and the most needed resource in the developing world. This research paper explores perceptions of a leadership yardstick in small and medium-sized enterprises (SME) in the Middle East and North Africa (MENA). Ninety-three participants drawn from different departments in business organizations were randomly selected as a sample. Two research questions were posed: (1) In your opinion, are business leaders operationally efficient in reaching goals in the SME where you work? (2) In your opinion, are business leaders effective in reaching goals in the SME where you work? The results found that Millennial and Generation Z business leadership in the MENA had a novel moral compass that networked, coordinated, cooperated and united employees into a communal context. Additional research is recommended to further explore the MENA business leadership yardstick as it facilitates measuring the first worldwide horizontal generation whose leadership seems to be socially accountable.
Keywords: Business Context, Leadership Yardstick, Millennials, Generation Z, Modern Morality, Active Investment, SME.
Scope of the Article: Marketing and Social Sciences