Transparency and leadership in organisations - Dissertation Example

ndful of the fact that the world’s national economies are inextricably linked and therefore the weakness of one is the weakness of all, global financial and economic alliances and unions called for greater transparency and regulatory compliance from all regional unions. The Middle East and North African (MENA) region is among the regions most cited for lack of transparency, with Somalia and Iraq identified as two of the worst-ranked countries in Transparency International’s Corruption Perception Index.

While the UAE is far removed from either of these two, it nevertheless is bound by many commonalities including regional economic, political, and trade agreements. Furthermore, the UAE has been one of the nations which had attracted public attention precisely on this issue. Dubai, more than the other emirates, has been under tighter scrutiny because of the Dubai World debt restructuring and the significant slow-down in development projects, even before the US subprime market crisis hit (Afridi & Angell, 2010).

The stigma of corruption and lack of transparency is a mark a country could not afford to obtain if it wishes to attract trade and investment from outside its borders. 1.3 Statement of aim and objectives The principal aim of this dissertation is to assess the degree to which transparency and good governance have been advanced by organizational leadership in the United Arab Emirates, as they impact upon the management of projects within the federation. In particular, the study seeks to fulfil the following objectives: (1) To trace the historical context of the UAE’s imperative for transparency and governance; (2) To understand the measures that have been instituted and are currently in place to enhance transparency and good governance in the UAE; (3) To.

The intention of this study is transparency as capable of being seen through; without guile or concealment; open, frank, candid. It is also unavoidable to likewise discuss the concept of concealment. This is because the very concept of transparency is drawn from the absence of concealment. According to Kerfoot, concealment is at the heart of any dysfunctional relationship between the staff, its customers principally, and its other stakeholders. Concealment breeds distrust, and the lack of trust compromises the success of any attempt at a productive relationship.

This can be a particularly disadvantageous relationship, particularly in industries where the organization works in close contact with the customer, such as health care services and hospital concerns. For the organization to discharge its function well, it cannot afford a situation wherein customers can find reason not to repose their full trust and reliance upon the firm. The avoidance of concealment, even the very appearance of it, is therefore to be avoided by a show of full disclosure and the conduct of an open enterprise.

The various and divergent views on transparency is expected to be reflected in the specific application of transparency programmes within the different companies; likewise, the understanding of transparency within the cultural context of the UAE is also expected to differ from that of other countries. This material difference should be taken into consideration during the analysis of qualitative data to be undertaken in this dissertation, so that false conclusions may be avoided by careful qualification.