The industry’s sustainable advancement directly depends on its leaders’ goals, principles, and approaches. They set the movement direction, tone, and successful long-term development. For stable functioning and industry expansion, the directors and companies presiding officers must adhere to ethical and moral leadership principles, besides responsibility for economic performance. Mohamed Khalifa Al Mubarak is an excellent example of the Department of Culture and Tourism – Abu Dhabi because they have strong personal qualities, such as self-confidence, education that help meet current social requirements, and an innovative approach. Theirs’ activities rely on all four components of corporate social responsibility, the most on economic and ethical social responsibility, and methods of influence such as personal example and respect and consultation with others.
Economic and social responsibility is an entire company’s goal and its leaders. Successful operation and further development are based on the decisions’ correctness of the managing employees. They have to take many factors into account when making decisions; hence directors have much responsibility. In research from Quint and Venditti (2020), the UAE has been plagued by global oil price fluctuations over the past decade. It is a matter of national importance, which requires the leaders to analyze and revise oil product management strategy. The region’s economic well-being, employment, and satisfaction of representatives in this sector depend on the issue’s solution. In other words, the economic component is based on the social factor. It means that employees, in particular their working conditions, motivation, are vital components. The executive’s management policy should be transparent and combine personal goals and the goals of employees. “When many people work toward the same constructive goal, they create a community”, which helps them stay motivated (DuBrin, 2018, p. 182). Economic social responsibility covers the main provisions related to society and profit.
Ethical social responsibility is based on considering the differences between people, their affiliation, faith, and other factors. A good leader must have several personal qualities to make ethical decisions. They need to show by their own example a friendly attitude towards colleagues and partners. Mohamed Khalifa Al Mubarak persuades kindness and tact in their interviews, even when the reporter summons tricky questions. Additionally, the administrator is a charismatic, calm, and rational person, which is the key to effective communication. It inspires employees to form similar views and act to benefit the company’s overall mission (Shafique and Beh, 2017). The leader needs to create moral equality in the team, considering the differences between people and motivating them to follow common rather than personal goals.
Mohamed Khalifa Al Mubarak uses the best methods of influence; namely, they are fundamentally ethical and honest practitioners. As mentioned earlier in ethical social responsibility, they show an effective behavior model by personal example. The approach of openness, transparency, and rationality over time is respected by employees (DuBrin, 2018, p. 252). In the interviews, the head sets global goals that reflect the wishes of society. They are involved in various projects, such as the Ferrari World Theme Park, Yas Waterworld, Yas Viceroy, Yas Mall, and Yas Links Golf Club (Boothe, 2016). Because of their limited human resources, Mohamed Khalifa Al Mubarak understands the problem, makes a consistent and rational decision, and further delegates tasks to timely implement the project. This approach allows employees to see the meaning in what they do, increase motivation, and develop the UAE’s tourism and industrial industry.
An alternative way to influence a leader is to consult with others. Mohamed Khalifa Al Mubarak shares the authority with other managers and employees. The success of this policy of influence is focused on two significant tasks of interaction (DuBrin, 2018, p. 256). In the first case, the leader invites employees to put forward proposals for solving a specific task. In the second case, the coordinator submits the version of the decision to the criticism. This position allows establishing contact with the staff while people feel involved in the process. Despite the peculiarities of the region (tourist destination), Al Mubarak considers the area based on the needs of the local population. (“CNBC Interview with HE Mohamed Khalifa Al Mubarak, Chairman, Aldar Properties,” 2018). The leader is a creative and self-confident person, and they are able to make crucial decisions independently; However, they understand that there are many talented people around with whom leaders can combine ideas, which leads to an increase in economic indicators.
Mohamed Khalifa Al Mubarak follows the principles of social and cultural responsibility and uses honest methods of influence. Economic and social responsibility is fundamental to the performance of every industry. The ethical component allows them to consider the differences between people when striving for a common goal. The best ways to influence are honesty and openness because employees feel it. According to their example, the leader creates the right aspirations for a common goal in members. Considering the opinions of colleagues and partners allows the administrator to combine ideas to achieve greater financial efficiency. Leadership skills and positioning are vital parameters in achieving the success of any industry.
Boothe, A. (2016). Aldar’s CEO Mohamed Khalifa Al Mubarak on building the future of the UAE. Linkedin.com. Web.
CNBC Interview with HE Mohamed Khalifa Al Mubarak, Chairman, Aldar Properties. CNBC. (2018). Web.
DuBrin, A. J. (2018). Leadership: Research Findings, Practice, and Skills (9th ed.). Cengage Learning.
Quint, D., & Venditti, F. (2020). The influence of OPEC+ on oil prices: A quantitative assessment. Ecb.Europa. Web.
Shafique, I., & Beh, L. S. (2017). Shifting organizational leadership perspectives: An overview of leadership theories. Journal of Economic & Management Perspectives, 11(4), 134-143.