Leadership Development Practices in the Private Sector in Oman - Essay Example

Investigating Leadership Development Practices in Private Sector in Oman Contents Contents 2 Introduction 3 Discussion 3 Leadership practices in Oman3 Theoretical frameworks of leadership development in Oman 6 Leadership development strategies in Oman 6 Conclusion 8 References 9 Introduction The topic of leadership is a globally studied and researched topic. As per Neil (2001), the number of literary works on this topic is scarce for the Sultanate of Oman as well as for the Middle Eastern neighbours of Oman (Neil, 2001, p.116). The limitation of the research works on leadership in Oman and other Middle Eastern countries is caused by the inherent challenges and difficulty of conducting research in the organizational and political environment of the Middle East. It is also difficult to establish the leadership practices and framework in Oman according to the guidelines of leadership theories derived primarily in the western countries like the United States. The leadership practices of countries like Oman are important practices that can be used to challenge the universally followed conceptions related to organizational behaviour and leadership in organizations. A number of political, social and institutional factors have shaped up the present day leadership practices in the public as well as the private sectors of Oman. This can be evaluated with respect to the existing theoretical frameworks of leadership and attributes of a leader. Discussion Leadership practices in Oman As per Kazan (2003), the private sector in Oman has emerged as an important sector by contributing efficiently to support the present and the future directions for the government of Oman (Kazan, 2003, p.90). The last 40 years have seen a remarkable improvement in the contribution of the private sector of Oman in the fields of recruiting, investment and training of national workforce, providing support to the implementation of modern technology as well as in other fields of importance in the developmental programs and plans employed in the country of Oman. The political development of Oman has been swift and remarkable as compared to the other Gulf countries like Saudi Arabia, Bahrain, and Kuwait etc. As in any developing country, the public sector in Oman is the prime driver in the economy. According to Day, Fleenor, Atwater, Sturm and McKee (2013), the role of the private sector is gaining more importance in the country which has made it necessary to evaluate the existing leadership development practices and introduce new leadership development practices in the country (Day, Fleenor, Atwater, Sturm and McKee, 2013, pp.63-82). The leadership development pattern in Oman is much differentiated from that of the Western country. Plummer (2005) says that the main barriers to establishing the western perspectives of leadership development in Oman are the familiar and tribal interdependence prevailing in the countries which are extended to be applicable in the organizational cultures as well (Plummer, 2005, pp.63-72). This is true for the private sector organizations as well as the public sector organizations. As per Lucas (2004), the classical management theories which are preoccupied with efficiency seems to be difficult to be applied in the country and are to be modified and compromised on the basis of the traditional attributes in the society and culture of Oman (Lucas, 2004, pp.103-119). Power is much centralized in Oman and the leadership development practices are affected by the high power distance prevailing in the country. This often leads to the creation of wide gaps between social classes and between leaders and followers. According to Yusuf (2002), the leadership development process in the private sector is often characterized by the lack of an intuitive decision making system and effective team management practices (Yusuf, 2002, pp.83-104). However, Oman is a developing country which makes it necessary for the country to enter into a transition phase based on material as well as non-material transitions. Leadership development in organizations is essential for the success of a business sector. It has been identified that organizations which invest in developing leadership practices have achieved a number of benefits from these investments. Suitable leadership development helps an organization in formulating effective organizational strategies, improves talent retention and bench strength and also helps in generating greater market value for the business over time. Sadiki (2004) found that continued focus on leadership development enhances the growth of a business, both in the private as well as in the public sectors (Sadiki, 2004, pp.80-88). Significant benefits of leadership development and efficient leadership practices in an industry leads to improved performance of the individual organizations as well as the overall industry. From a micro perspective, it can be identified that leadership development practices help in identifying and solving problems at early phases, improve sustainability and competitiveness of an organization, improves the overall bottom line efficiency and also helps to improve the agility of the organization. As per Quilliam (2003), number of steps has been necessary to implement suitable leadership development practices in the private sector of Oman (Quilliam, 2003, p.12). The cultural and political environment in Oman makes it difficult for organizations to employ the westernized leadership practices in Oman. Winckler (2000) has identified that the Sultanate of Oman is based on a monarchical structure and all power is linked to the ruling entities (Winckler, 2000, p.102). This makes the power distances in the country very high, especially in the public sector. However, the power distances in the private sector of Oman are comparatively lesser. Kechichian (2000) identifies that the political leadership in Oman is centralized which has supported the development of participative leadership practices (Kechichian, 2000, pp.112-114). Participative or democratic leadership practices encompass the involvement of the employees in an organization in the decision making process. This is widely recognized in the leadership development practices in Oman. Riphenburg (1998) establishes that the leader follows a consultative decision making process by taking inputs from other entities in the business (Riphenburg, 1998, p.68). In a contemporary study of leadership in Oman, Owtram (2004) has identified that the leadership development practices in Oman were built on a combination of interactive and charismatic leadership coupled with a rationalized legal authority (Owtram, 2004, p.880). Theoretical frameworks of leadership development in Oman According to Lawler and Gold (2013), effective leadership is a crucial factor that affects the success or failure of an organization (Lawler and Gold, 2013, p.44). Leadership is the medium of transforming the potentials into concrete reality. It is aimed at bringing success from the available potential within an organization’s people and other resources over time. Various leadership theories have been proposed by different scholars and practitioners. Some common leadership theories that have evolved over decades are the Great Man theory, Trait theory, Behavioural theory of leadership, Managerial grid of leadership, theory X and theory Y of leadership etc. A number of leadership styles have also been formulated by different researchers and practitioners. These include participative leadership, democratic leadership, transformational leadership, Laissez-Laze leadership etc. As per Ruggev (2007), the various types of leadership frameworks and theories have been implemented in the leadership development practices of Oman (Rugge, 2007, p.96). Quigley, Sully and House (2005 ) argues that the though the leadership practices in Oman are different from that of the Western culture, yet they have much significance and positive contribution in the development of the private sector of Oman over the last 40 years (Quigley, Sully and House, R. 2005, p.342). Leadership development strategies in Oman Leadership development is critical for an organization to ensure continued success and sustainability in the evolving business environment. According to Tayeb (2005), the developmental theory of leadership taps into two major aspects of leadership development which are learning and change (Tayeb, 2005, p.196). Learning can be defined as the achievement of a permanent change within a person caused by practice and experience which is useful in driving development in the person and in his abilities to influence others. Learning can incept from two traditions which are a change in the development of mental models and a permanent transition in the behaviour of a person. Leadership development can be achieved through implementation the tradition of development. Discourses of leadership development in Oman (Source: Mabey, 2012, p.3) According to Day (2000), an effective leadership development program should encompass the determination of the most appropriate leadership style in the particular organization and the sector, an identification of the existing and potential leaders within the organizations, an identification of the leadership gaps prevailing in the organizations, development of succession plans for ensuring that critical roles in the leadership development process are filled, development of the career objective and goals for the potential leaders, development of a skill based roadmap and the development of suitable retention programs aimed at maintaining the current as well as the future leaders within the organizations (Day, 2000, p.581). Conclusion Jabbra and Jabbra (2005) argue that the leadership framework and leadership development process in Oman are much differentiated from the mainstream epistemologies followed for leadership aspects in the other countries of the globe (Jabbra and Jabbra, 2005, p.240). There are no particular models or theories that can exactly justify and explain the leadership development processes in the private sector of Oman. However, as per Kamrava (2005), like the other organizations in the world, the Omani organizations have also identified the criticality of developing suitable leadership programs to ensure success and sustainability of the individual organizations as well as the overall sector (Kamrava, 2005, p.660). References Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E. & McKee, M. 2013. Advances in leader and leadership development: A review of 25 years of research and theory. The Leadership Quarterly. Vol. 25 (1), pp. 63–82. Day, D.V. 2000. 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