Contributions to the Economic Growth of Dubai
Mohammed bin Rashid Al Maktoum is currently the Prime Minister (PM) and Vice President (VP) of the United Arab Emirates. He is also given “the name Sheikh Mohammed” (Al Khoory, 2015, p. 1). Mohammed became the country’s VP in 2006. He has undertaken several reforms in the country. He also launched the famous United Arab Emirates Vision 2021. This purpose of this vision is “to make UAE one of the best countries in the globe” (Al Khoory, 2015, p. 2).We will write a custom Mohammed bin Rashid Al Maktoum Leadership specifically for you
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Sheikh Mohammed has made Dubai one of the safest cities to live in today. He has initiated many economic activities and projects in the country. Such projects have transformed the UAE. For example, he has created new economic zones in Dubai. He has also pioneered the construction of tall buildings in the country (Al Khoory, 2015). One of these building is Burj Khalifa.
Sheikh Mohammed has also established several enterprises in the United Arab Emirates. Some of “these enterprises include DP World, Emirates Airline, Dubai Holding, and Jumeirah Group” (Katzman, 2013, p. 23). Many children and youths are getting quality education because of Sheikh Mohammed’s efforts. The UAE has an effective healthcare system. These achievements show clearly that Mohammed bin Rashid Al Maktoum supports the economic needs of his people.
Sheikh Mohammed’s Leadership Trait
The UAE’s economy has improved significantly within the past one decade. Sheikh Mohammed works hard in order to support the economy of the United Arab Emirates. Mohammed bin Rashid Al Maktoum is a disciplined leader. He possesses the traits and competencies of a dynamic leader. He is “always results-oriented” (Al Khoory, 2015, p. 1). He promotes the most appropriate practices in order to get the best results. He believes strongly “in accomplishments and consistent performances” (Al Maktoum, 2006, p. 223). He has implemented new strategies and unprecedented economic initiatives in the country. The leader has supported “the evolution of different laws in the UAE” (Katzman, 2013, p. 5).
Sheikh Mohammed “reacts to different changes and expectations by being proactive” (Al Maktoum, 2006, p. 223). He always uses a fluid leadership strategy depending on the targeted issue or problem. He believes in overcoming challenges and focusing on the best outcomes. He addresses most of the problems affecting the region. The ruler uses the best ideas to overcome various regional and national challenges (Katzman, 2013). Sheikh Mohammed understands the strengths and weaknesses of his followers. He empowers such individuals in order to achieve the best results. This practice has made the United Arab Emirates one of the most developed nations (Westley & Mintzberg, 2012). Sheikh Mohammed uses a dynamic approach in order to achieve the best goals.
Agbor (2008) argues that “leaders should be dynamic in order to realize their potentials” (p. 34). This argument explains why Sheikh Mohammed has been able to achieve his goals as the Prime Minister of UAE. Sheikh Mohammed’s leadership behavior is transformational in nature. A transformational leader “identifies the most appropriate changes and visions” (Agbor, 2008, p. 38). The leader creates several visions that can produce quality outcomes.
Transformational leaders always collaborate with their followers. This practice improves the level of morale. The targeted followers and assistants are encouraged to work hard in order to achieve their goals. Sheikh Mohammed’s leadership style borrows a lot from the above theory. He accepts new ideas and experiences from his people. These practices have made it easier for him to support UAE’s economic position.Get your
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Investigation and Discussion
Mohammed bin Rashid Al Maktoum “remains dynamic in order to achieve his goals” (Al Khoory, 2015, p. 2). He addresses various problems using an adaptive approach. He focuses on the needs of different regions and cities. He uses every available resource to boost the country’s economy. The PM collaborates with different stakeholders and citizens. This practice has “improved the performance of the country’s economy” (Nyarko, 2010, p. 7). Sheikh Mohammed encourages his people to work hard. Mohammed believes strongly that UAE will become a major global leader.
The concept of teamwork is evident in Sheikh Mohammed’s leadership approach. He always collaborates with different stakeholders in an attempt to make the best decisions. Such stakeholders highlight the most appropriate activities that can support the country’s population. Mohammed bin Rashid Al Maktoum uses his leadership style to support different sectors in the country (Nyarko, 2010). He has created a new vision for the country. Chances are very high the UAE will become one the best destinations by 2020.
Leaders should “be passionate about their jobs” (Nyarko, 2010, p. 6). This approach will address most of the challenges affecting different countries. This practice will also encourage them to embrace new competencies that can produce the best goals. Such “leaders should also be visionary, flexible, persistent, dynamic, and adaptive” (Westley & Mintzberg, 2012, p. 19). The above leadership traits have made Sheikh Mohammed successful. Presidents and Prime Ministers should borrow these practices in order to improve the economies of their respective countries.
Agbor, E. (2008). Creativity and Innovation: The Leadership Dynamics. Journal of Strategic Leadership, 1(1), 39-45. Web.
Al Khoory, A. (2015). Sheikh Mohammed bin Rashid named Cultural Personality of the Year. Web.
Al Maktoum, M. (2006). My Vision: Challenges in the Race for Excellence. Dubai: Motivate Publishing. Web.
Katzman, K. (2013). The United Arab Emirates (UAE): Issues for U.S. Policy. Congressional Research Service, 1(1), 1-26. Web.We will write a custom
Mohammed bin Rashid Al Maktoum Leadership
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Nyarko, Y. (2010). The United Arab Emirates: Some Lessons in Economic Development. Working Paper, 1(1), 1-15. Web.
Westley, F., & Mintzberg, H. (2012). Visionary Leadership and Strategic Management. Strategic Management Journal, 1(1), 17-32. Web.