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Sheikh Rashid of Dubai – paulkasman

Leadership Analysis and Improvement Plan: Sheikh Rashid bin Saeed Al Maktoum

Paul Kasman

03/09/2012

Table of Contents

Introduction 3

Leadership 3

Competing Values Framework 3

Biography 5

Research Methodology 6

Sheikh Rashid – Competing Values Framework Strengths and Weaknesses 7

Human Relations 7

Internal Process 8

Rational Goal 10

Open Systems 11

Leadership Development Plan 13

Using Group Decision Making (Human Relations) 13

Attending to Ethical and Environmental Performance (Internal Process) 13

Ensuring Vision Includes Constituents’ Aspirations (Rational Goal) 14

Conclusion 14

References 15

Introduction

This paper defines leadership and discusses it in relation to the Competing Values Framework (CVF) found in Becoming a Master Manager: A Competing Values Approach (Quinn, Faerman, Thompson, McGrath & St. Clair, 2007). It applies the CVF to Sheikh Rashid bin Saeed Al Maktoum (Sheikh Rashid), the former ruler of Dubai. In doing so, this paper analyses Sheikh Rashid’s successes and failures in public sector leadership, and sets out a leadership development plan to address shortcomings.

Leadership

Leadership is highly valued but lacks a commonly agreed-upon definition. Warren Bennis describes leadership as being like beauty, because it’s “hard to define, but you know it when you see it” (2009, p. xxx). One reason for this difficulty with definition is that leadership occurs in many different circumstances. Another is that what constitutes leadership is colored by the worldview of the observer. Despite these difficulties, it is possible to broadly define leadership. MacGregor Burns defines leadership as “leaders inducing followers to act for certain goals that represent the values and the motivations – the wants and needs, the aspirations and expectations – of both leaders and followers.” (1978, p. 19) This paper analyzes Sheikh Rashid partially through this definition of leadership, and predominately through the prism of those competencies laid out in the CVF.

Competing Values Framework

The Competing Values Framework (CVF) is an approach to leadership analysis that reframes four seemingly contrasting areas of management expertise into an integrated and complementary management tool. These four areas are the Human Relations Model, the Internal Process Model, the Rational Goal Model, and the Open Systems Model.

The Human Relations Model features the action of collaboration and involves the organizational roles of Mentor and Facilitator. The Mentor specializes in understanding self and others, communicating effectively and developing employees. The Facilitator focuses on building teams, using participative decision making, and managing conflict (Quinn et al., 2007, p. 16).

The Internal Process Model features the action of control and involves the organizational roles of Monitor and Coordinator. The Monitor oversees individual performance, analyses core processes, and analyses information with critical thinking. The Coordinator manages projects, designs work, and manages across functions (Quinn et al., 2007, p. 16).

The Rational Goal Model features the action of competition and involves the organizational roles of Director and Producer. The Director develops and communicates a vision, sets goals and objectives, and designs and organizes. The Producer works productively, fosters a productive work environment, and manages time and stress (Quinn et al., 2007, p. 16).

The Open Systems Model features the action of creation and involves the organizational roles of Innovator and Broker. The Broker builds and maintains a power base, negotiates agreement and commitment, and presents ideas. The Innovator lives with change, thinks creatively, and manages change (Quinn et al., 2007, p. 16).

The two key assumptions of the CVF are, first, that each of the four areas is idealized such that real world organizations rarely reflect just one of the four. Second, when one of the four is overemphasized, an organization will be less effective than if more of a balance were struck (Quinn et al., 2007, p. 222). Therefore, a balanced skill set in the four areas of the CVF is critical for effective leadership.

For the purposes of this paper, it is important to note that some CVF items discussed in Quinn et al. (2007) did not apply in Sheikh Rashid’s time. For example, the discussion on managing electronic data overload (Quinn et al., p. 114 – 122) mostly falls into this category. However, the vast majority of the concepts can be applied.

Biography

MacGregor Burns (1978) described the crisis of leadership in his time as the “mediocrity or irresponsibility” of many of those in power (p. 1). Perhaps he would have been more optimistic if he had been aware of Sheikh Rashid, who was one of his contemporaries.

Sheikh Rashid was the heredity ruler of Dubai from 1958 until his death in 1990. He is widely credited with transforming the city from a small settlement into the commercial hub that it is today (Krane, 2009, p. 79). A self-educated man with little formal schooling (Krane, p. 67), Sheikh Rashid used political savvy and a willingness to take risks to establish himself as a respected leader. MacGregor Burns (1978) said that “not all power-holders are leaders” (p. 18); though born into power, Sheikh Rashid defies this description. He rejected a potential life of detached regal comfort, in favour of leading and materializing a unique vision for Dubai. It was a vision based on his fear for the economic future of his people, who depended heavily on oil when Sheikh Rashid took power. His worries for the future were famously expressed by Sheikh Rashid when he stated “My grandfather rode a camel, my father rode a camel, I drive a Mercedes, my son drives a Land Rover, his son will drive a Land Rover, but his son will ride a camel.” (Gluckman, n.d., para. 4)

Sheikh Rashid took his vision of an economically successful and sustainable Dubai, and translated it into real social and economic change. He practiced what MacGregor Burns (1978) called transformative leadership. This strain of leadership recognizes the “potential motives in followers, seeks to satisfy higher needs, and engages the full person of the follower” (p. 4). The potential motive Sheikh Rashid recognized was the need to develop a stable economy to guarantee prosperity for current and future generations. The higher needs he strove to satisfy were self-sufficiency and the provision of quality services to Dubaians. Rashid would create an optimal regulatory and business environment (Nasr, 2009, p. 43) to facilitate this transformation.

As a hereditary leader who ruled through decolonization and the development of Middle East oil wealth, some of the outcomes of Sheikh Rashid’s leadership are not part of his performance. To the greatest extent possible, this paper will focus on decisions and behaviours that can be credited to Sheikh Rashid, as opposed to his circumstances.

Research Methodology

As a monarch and historical figure, Sheikh Rashid is discussed in number of books, essays, and web sources found in libraries and on the internet. This paper draws on the critical analysis and first-hand experiences reported in these sources to establish Rashid’s leadership style. This leadership style is than analyzed using the CVF found in in Becoming a Master Manager: A Competing Values Approach (Quinn, 2007). By citing specific examples and quotes from many sources and analyzing them in relation to variety of specific aspects of the CVF, this paper attempts to provide an unbiased account of Sheikh Rashid’s leadership competencies.

Sheikh Rashid – Competing Values Framework Strengths and Weaknesses

Human Relations

Rashid was a successful mentor, but had some areas for improvement. He was known for a “cagey” leadership style, and was sometimes a poor communicator, reluctant to disclose relevant information with stakeholders (Krane, 2009, p. 93). However, he was good at understanding others, and was a skilled politician who generally stayed on good terms with his followers as well as foreign leaders (Krane, p. 68). Sheikh Rashid’s skill at understanding others was often seen in the Majlis, a traditional council in which citizens of Dubai share problems and grievances. He was known for thoughtfully considering suggestions and requests, and ensuring that proper follow-up action be taken (“The Maktoums”, 2010, para. 12). In this way, he acted as a role model of openness and learning, which is a key to understanding others (Quinn et al., 2007, p. 42). The Majlis’ also featured debates. Rashid valued the opinions of his followers in the Majlis, and involved them in the consideration and implementation of many projects (“The Maktoums”, para. 13). In the area of developing followers, Sheikh Rashid recognized the need to properly prepare his sons for the roles that they would be thrust into in the power structure, and groomed them accordingly. For example, he was aware that his son Mohammed’s intelligence and decisiveness made him a strong candidate for leadership positions, while his son Maktoum’s kindness and mild-mannered nature made him a better fit for diplomatic positions (Krane, p. 181). He also recognized his busy schedule meant that he must delegate major projects effectively, a cornerstone of the Mentor role (Quinn et al., p. 55). He did so by tapping into the traditional family support structure. For example, when Rashid recognized the need to create an international airport to attract airlines and businessmen to Dubai, he appointed his son Mohammed to head the steering committee (Davidson, 2008, p. 109).

As a Facilitator, Sheikh Rashid’s failures were coloured by the absolute power he held as a Sheikh. Quinn et al. (2007) lays out three decision making strategies – authoritative, consultative and group (p. 87). Rashid most often used authoritative decision making, sometimes used consultative decision making, and never used group decision making. He often used consultative decision making in the Majlis, which lacked formal powers, but functioned in place of a western-style government organization (Hvidt, 2006, p. 17). Using the Majlis, Rashid consulted with citizens regarding his development plans (Azizi, 2008, p. 12)

Internal Process

Rashid’s application of the Internal Process model was effected by the time and political situation he lived through. While Dubai’s government was department-structured (Krane, 2009, p. 186), the system of government could best be described as a “tribal-autocracy”, for being based on family lineage and dominated by the Sheikh (Krane, p. 135). Rashid’s autocratic power gave him an automatic advantage in consolidating and creating continuity, the main function of the Monitor role (Quinn et al., 2007, p. 113).

In analyzing core processes, Rashid followed the principal of looking for the limiting step and designing around it on a grand scale of city planning. For example, Rashid predicted in the 1960’s that the future projects he envisioned would require far more foreign workers than currently lived in the city, and that these workers would need housing. In order to avoid a bottleneck in planned projects, he immediately began building low-income housing for these future workers (Ali, 2010, p. 18). In terms of measuring performance and quality, Rashid tended to emphasize what was easy to measure, such as economic growth, as opposed to what was difficult to measure, such as workers’ rights and environmental sustainability. A legacy of Rashid’s laissez-faire regulation policy is that hundreds of foreign workers die each year in Dubai due to poor safety regulations (Krane, 2009, p. 207), and the per capita ecological footprint of Dubaians is the highest in the world (Krane, p. 224)

Sheikh Rashid was skilled as a coordinator, particularly in recognizing “what need[ed] to be done, by whom, and by when” (Quinn et al., 2007, p. 136). He knew that he wanted to build a city of European caliber, but in a much shorter timeframe than the hundreds of years it took to build European cities (Krane, 2009, p. 99). He also knew that in order to meet this goal, he needed to attract the skills of foreign professionals, which he went to great lengths to do (Krane, p. 97). He also recognized that his development goals would require a new management paradigm in Dubai, and created such a paradigm based on the idea that management was “the art of the possible” (Krane, p. 99). An important component of project management is communicating regularly with key people in the organization regarding project progress (Quinn et al., p. 162). Sheikh Rashid did this through in-depth construction site visits and the daily Majlis (The Maktoums, 2010, para. 11). The Majlis also gave Rashid the opportunity to design work. Part of designing work is providing employees with opportunities for recognition and responsibility (Quinn et al., p. 167); Rashid would do so by providing opportunities for those he saw promise in, and rewarding their successes with much-sought after personal attention (Krane, p. 69).

Rational Goal

Sheikh Rashid fit MacGregor Burns’ (1978) profile of an executive leader, in that he used his own character, prestige, and popularity to instill his political interests and values (p. 371). Those interests and values were projected through Sheikh Rashid’s actions as a Director, and were crystallized in his vision of an economically successful and sustainable Dubai. Quinn et al. (2007) states that part of strategic communication of vision is the ability to articulate the vision in a “clear and concise statement” also known as a “credo” (p. 195); Sheikh Rashid’s famous credo  was “What’s good for the merchants is good for Dubai” (Krane, 2009, p. 75), and his policies reflected it. To realize a vision, one must set tangible goals that focus available resources (Quinn et al., p. 202). Rashid’s goal was developing a laissez-faire policy to commerce. He focused his resources, both financial and influential, on building real property such an aluminum smelter, the Dubai World Trade Centre (Krane, p.78), wharves, warehouses, and roads (Nasr, 2009, p. 33), and developing policies such the “open skies policy” which attracted airlines and businessmen (Krane, p.109).

Quinn et al. (2007) states that an important part of developing a vision for the future is having an understanding of the past and the heritage it gives in the present (p. 192). It is here where Rashid’s shows weakness; he ordered historic areas to be bulldozed “without hesitation” (Krane, 2009, p. 95). He saw old neighborhoods as obstacles, and decisively resettled former residents of these areas in distant desert developments (Krane, p. 96). In this way he was not always successful in ensuring his vision included the aspirations of his constituents, described in Quinn et al. as key to developing and communicating a vision (p. 196).

In the area of designing and organizing, Quinn et al. (2007) states that hierarchical organizational cultures are conservative and cautious (p. 221). Although the Dubai government was decisively hierarchical in structure, its organizational culture was extremely entrepreneurial and idealistic, fitting more into the definition of an adhocracy found in Quinn et al. (p. 221). Given that this adhocracy was absent during the conservative and cautious reign of Sheikh Rashid’s father (Krane, 2007, p. 29), this unique hierarchy/adhocracy combination style of designing and organizing can be attributed to Sheikh Rashid’s leadership.

Open Systems

Sheikh Rashid was prolifically innovative in his approach to leadership and excelled in the Open Systems Model.

Living with change came naturally to Sheikh Rashid, particularly since many of the changes were of his own making. But he was also adept at living with unwelcome changes, which is considered by Quinn et al. (2007) as one of the greatest challenges to the innovator (p. 266). For example, Sheikh Rashid was willing to adapt his society to western cultural social mores, including alcohol (Krane, 2009, p. 105), prostitution, and the construction of churches (Krane, p. 97), despite a personal anathema towards these things (Krane, p. 98). For Sheikh Rashid, growth was a priority, and he recognized that Western experts would not come to support Dubai’s growth if their way of life was not accepted and respected (Krane, p. 97). Sheikh Rashid’s ability to live with change can be understood in relation to the concept of fundamental choice. Quinn et al. describes a fundamental choice as a choice based on ones core state of being, and a choice that when made, changes ones outlook and behaviour (p. 269). Sheikh Rashid’s fundamental choice was to develop Dubai and its economy (Ali, 2010, p. 17), which provided the clarity of purpose and courage that made much of his innovation possible.

Sheikh Rashid was skilled at designing change, and a Forcefield Analysis illustrates this skill. In a Forcefield Analysis, pressures for and against change in an organization compete with one another, with change occurring only if pressures for change are greater than the pressures against them (Quinn et al., 2007, p. 286). In terms of pressures for change, Sheikh Rashid was “openly disdainful” of the social and economic stagnation in Dubai (Krane, 2009, p. 67), so the desire to escape from stagnation was a driving force. Another driving force was Dubai’s financial and geo-political weakness. When Sheikh Rashid came to power, Dubai’s financially vital port was in physically poor shape and avoided by ships (Krane, p. 69). Dubai also had increasingly volatile and potentially threatening neighbours, such as Iraq and Iran (Krane, p. 68). The main pressure against change was a reluctance to take risks among members of local government, the British colonial administration (Krane, p.77), the Dubaian public, and even Sheikh Rashid’s own family (Krane, p.79). However, Rashid’s authority over all decisions, made complete after the departure of the British administration in 1971, was the dominant driving force that tipped the scaled towards change. Rashid also removed a pressure against change by enriching his subjects with the proceeds of successful business ventures, which largely keeps them from opposing government policy (Krane, p. 68).

Leadership Development Plan

There are several key areas in which Sheikh Rashid requires leadership development in order to better fulfill the definition of a good leader established in the Leadership section and bring better balance to his CVF leadership competencies.  The below suggestions address those areas.

Using Group Decision Making (Human Relations)

Sheikh Rashid generally used autocratic and consultative decision making strategies. However, for problems with few time constraints that concern group commitment to the solution, there should be input from the larger group (Quinn et al., 2007, p. 89). For example, group decision making could be used to establish the long-term objectives for economic growth and social change. To exclude Dubaian citizens completely from decision-making is unsustainable and does not represent the motivations of many of his followers (Krane, 2009, p. 273)

Attending to Ethical and Environmental Performance (Internal Process)

In striving to reach financial and growth goals, Sheikh Rashid neglects to treat foreign residents (Krane, 2009, p. 207) or the environment of Dubai fairly (Krane, p. 224). Sheikh Rashid should use the triple bottom line approach, which measures social, ethical, and environmental performance in addition to financial performance (Quinn, 2007, p. 136). This will lead to a more holistic development for Dubai, and attend to the aspirations of Sheikh Rashid’s foreign-born followers.

Ensuring Vision Includes Constituents’ Aspirations (Rational Goal)

As stated in the Leadership section, including the aspirations of followers in the decision-making process is central to good leadership. This element of the Leadership Development Plan differs from Using Group Decision Making, as in this case the decision making remains the responsibility of the leader.

While the long-term prosperity of his constituents is central to Rashid’s vision, his short-term decisions sometimes went against their immediate aspirations. The forced resettlement of the residents of poor neighborhoods to distant desert developments (Krane, 2009, p. 96), stands as a prime example of this behavior. Instead of forcing followers to make unreasonable sacrifices for what Sheikh Rashid sees as the greater good, he should incorporate their more immediate aspirations into his vision whenever possible.

Conclusion

Sheikh Rashid was a strong leader whose reign resulted in the real and permanent development of Dubai into a modern city. As such, he can be judged to have successfully lead “actual social change measured by intent and by the satisfaction of human needs and expectations” (MacGregor Burns, 1978, p. 3). An examination of his leadership shows particular strengths in the Mentor, Coordinator and Innovator roles. Areas with room for improvement include Monitor, Facilitator and Director. Improving in these areas through the plan laid out in this paper would make Sheikh Rashid a more balanced leader.

WC: 3229 (references included)

References

Ali, Syed. (2010). Dubai: Gilded cage. London, UK: Yale University Press.

Azizi, Banafsheh (2008). Economic development in arab gulf states. Retrieved from Georgia Tech Library. http://smartech.gatech.edu/xmlui/bitstream/handle/1853/24746/azizi_banafsheh_200808_mast.pdf?sequence=1

Bennis, Warren. (2009). On becoming a leader. USA: Basic Books. Retrieved from http://books.google.ca/books?id=6uU6BalibOgC&pg=PR30&lpg=PR30&dq=leadership+is+like+beauty;+it’s+hard+to+define+but+you+know+it+when+you+see+it&source=bl&ots=WcKqOy9JZK&sig=U9lckxYPKVj1YW73zDTYe4H3aXE&hl=en&sa=X&ei=oXtET4H0BoX9iQLrgtnqDg&ved=0CDYQ6AEwAw#v=onepage&q=leadership%20is%20like%20beauty%3B%20it’s%20hard%20to%20define%20but%20you%20know%20it%20when%20you%20see%20it&f=false

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Gluckman, Ron. (n.d.). Hong kong of the desert? Retrieved from http://www.gluckman.com/DubaiBiz.html

Hvidt, Martin. (June 2006). Governance in Dubai: The emergence of political and economic ties between the public and private sector. Centre for Contemporary Middle East Studies, 6. Retrieved from http://static.sdu.dk/mediafiles/Files/Om_SDU/Centre/C_Mellemoest/Videncenter/Working_papers/06WP2006MH1.pdf

Krane, Jim. (2009). City of gold. New York, NY: St. Martin’s Press.

MacGregor Burns, James. (1978) Leadership. USA: Harper & Row.

Nasr, Vali. (2009) Forces of fortune: The rise of the new muslim middle class and what it will mean for our world. New York, NY: Free Press.

Quinn, Robert E., Faerman, Sue R., Thompson, Michael P., McGrath, Michael R., St. Clair, Lynda S. (2007) Becoming a master manager: A competing values approach. (4th ed.) New York: John Wiley & Sons.

The Maktoums, (2010). Retrieved from http://www.majddubai.com/english/index.php?option=com_content&view=article&id=163&Itemid=179