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Mishal Kanoo Author: Hanna Abdulhadi…………2 Case Studies - Leaders in the Middle-East Contents Leader: Mishal Kanoo Author: Hanna Abdulhadi…………2 Leader: Al Waleed Bin Tallal Author: Faisal Abubakr…………….9 Leader: Carlos Ghosn Author: Mounib Agha…………….14 Leader: Anwar Mohammed Gargash Author: Ahmed Redwan…………..20 Leader: H.H. Sheikh Mohamed bin Zayed Al Nahyan Author: Mohammed Al Naqbi……..26 Leader: H.H. Sheikh Mansour bin Zayed Al Nahyan Author: Majed Bin Essa……………33 Leader: HRH Princess Haya Bint Al Hussein Author: Khuloud yahya…………...39 Leader: Recep Tayyip Erdogan and Justice Author: Ruba Abudayeh………….44 Leader: Elie Saab Author: Sarah Al-Kahtany………...49 Leader: Sheikha Moza bint Naser al Misnad Author: Mariam Al-Ali……………54 Leader: Sohail Wajahat Siddiqui Author: Ayesha Hasan…………….60 Leader: Haji Saeed Bin Ahmed Al Lootah Author: Sadaf Wali………………...66 Leader: Khalid Al-Zanki Author: Gurpreet Kaur…………….73 Leader: Queen Rania Author: Rasha Shaheen……………80 Leader: Suzanne Mubarak Author: Salma Badr……………….87 Leader: HH Sheikh Khalifa bin Zayed Al Nahyan Author: Sina Hashimi……………..94 Leader: Ahmed Al Shugeiri Author: Aliaa M. Fakhreddine……99 Leader: Khaldoon Al Mubarak Author: Anwar Al Shawa..............105 Leader: Riad Al Sadek Author: Mohammed Haggag…….110 Leader:Naguib Sawiris Author: Aya Ali Anani………….115 Leader:Fadi Ghandour Author: Tamara Salmo…………..120 Leader:Juma Al Majid Author: Sumaya Sharaf………….126 1 Case Studies - Leaders in the Middle-East Leader: Mishal Kanoo Author: Hanna Abdulhadi Justification: Family-owned businesses contribute largely to the growth and development of the region’s economy, as over 90% of the non-oil GDP from the region comes from family businesses (Kanoo, 2007). Mishal Kanoo is currently the Deputy Chairman of The Kanoo Group, one of the largest independent, family-owned, group of companies across the entire Gulf region. As a result of his diversified array of business affairs and global capital knowledge, Mishal Kanoo is renowned for his unique and often controversial perspectives on business pertaining to the Gulf region. He has been and continues to voice his insights by frequently attending and speaking at conferences in the Gulf, such as the FundForum Middle East conference, as well as through the many articles he has written for various local and regional newspapers, in which he adeptly emphasizes the many ethical and religious values that characterize Middle Eastern leadership within a family business context, all the while blending them with modernity and progress. As a result, there is no better leader that demonstrates such candidness in their leadership style. Furthermore, the fact that family- businesses in the Gulf contribute largely to the region’s development, lends credence to the analysis of a leadership trait such as candidness from the point of view of a leader within a family business context. 2 Case Studies - Leaders in the Middle-East Case study: Mishal Kanoo, a UAE national, holds an MBA in finance from St. Thomas University in Houston, Texas, one of the best universities in Houston (Johnson, 2010), and another from the American University of Sharjah, ranked third amongst universities in the UAE (“University web Ranking, Top University Rankings, reviews, Education Online”, 2010). Mishal had joined The Kanoo Group in 1991, before going abroad to complete his MBA, and then rejoined the company in 1994. He then took up an auditing position with Arthur Anderson (in Dubai) for a brief period, before permanently rejoining The Kanoo Group in 1997 and taking up his current position. Mishal also teaches a Management course (Fundamentals of Family Business) part time at the American University of Sharjah. Kanoo believes that education allows individuals to take responsibility and control of their lives. (“Mishal Hamed Kanoo”, n.d.). According to Daft, traits are those distinguishing personal characteristics that a leader possesses, such as intelligence and honesty (2008, p.34). Candidness can be described as “the unique ability to get in someone’s face and tell them what they have to improve upon, while still respecting them and conveying that you care about them.” (Koltin, 2010, p.19). Furthermore, Koltin describes candidness as being one of the 10 C’s that constitute a great leader (2010, p.19). The presence of the trait candidness in a leader’s leadership style is both crucial and desirable. This is because candidness between a leader and their followers encourages trust between the two parties, which consequently leads to building loyalty and commitment within the follower toward their leader (Lencioni, 2010). As an individual, Kanoo’s candidness has led him to become one of the most outspoken individual’s on the UAE’s development (Rahimi, 2008). Within the context of leadership, his criticism of current, prevalent leadership styles within family businesses is further testament to his candidness. In the many articles he has written about leadership 3 Case Studies - Leaders in the Middle-East within a family business, he has openly criticized what current family business leaders are doing wrong and has boldly provided his own suggestions as to how to remedy the situation. As an example, in his article “Leadership within a family business” which was published on one of the Middle East’s most prominent and leading technology sites, Mishal Kanoo made the following bold statement regarding a common misconception that family business leaders have, “Also, I would like to remind family business leaders that they can’t take the money with them.” Kanoo made this statement in order to highlight the importance of the trait benevolence to family business leaders, as a benevolent leader will allow family members to receive their fair share of the financial benefits generated by the company (Kanoo, 2006). Additionally, as leader of The Kanoo Group, he projects his confidence in his company’s success through his candidness, “We decided to open a state-of-the-art corporate travel services centre in Dubai equipped with the latest technology which meets all international standards. The new office will offer our customers complete travel management solutions, convenience and 24/7 travel services with the highest levels of customer service.” (“Kanoo Travel launches Dubai services centre”, 2008). In this statement, Kanoo candidly declares his confidence in the success and high quality of the new Corporate Services centre, which is ultimately a reflection of the confidence he places in his followers and their ability to bring about such success. Furthermore, Kanoo, with his profound belief in honesty as a guiding philosophy, espouses candidness within family business leadership, stating that candidness is key to effective, successful leadership and that without it the leader is likely to fail, “Openness is key, as secrecy is the enemy of a leader. Any leader who is not willing to empower others and be candid with his or her subordinates is bound to fail”. Additionally, he states that without candidness, the trust that family members share within a business is likely to be destroyed. According to Kanoo, “This bond of trust is important for a leader to have because it allows 4 Case Studies - Leaders in the Middle-East the rest to move with confidence”. Furthermore, Kanoo believes that not only does candidness evoke trust between the leader and their followers, it also provides the followers with knowledge as to what to expect from their leader within a family business context, “Not to inform other family members about spending and budgetary issues can only have a negative effect on them, because they won’t know what is expected of them. The family needs to know that nothing is secret from one another.” (Kanoo, 2006). In conclusion, Mishal Kanoo is regarded as both, a candid individual renowned for his controversial insights into the world of business, and a family business leader who espouses candidness in his leadership style. Furthermore, he believes that candidness is key to effective leadership within a family business as it creates a bond of trust between the leader and the follower. A bond without which would lead to the ultimate failure of the leader (Kanoo, 2006). 5 Case Studies - Leaders in the Middle-East Case study questions: 1) State the importance of the trait candidness to leaders in general, and within a family business context. 2) List any other leadership traits that you believe are important to effective leadership. Suggested answers: 1) The presence of the trait candidness in a leader’s leadership style is important as it encourages trust between the leader and their followers, which consequently leads to building loyalty and commitment within the follower toward their leader. Within the context of a family business, a candid leader is important as it results in establishing a bond of trust between the leader and their followers (who are usually family members), without which, the followers lack the confidence and knowledge to move forwards. Furthermore, candidness within a family business context enables the followers to know what is expected of them. Without candidness, a leader within a family business context is likely to fail. 2) According to Steve Gladis, the following are some important leadership traits that should be a part of every leader’s character: 1) candor – leaders don’t lie, cheat, or steal 2) communication – leaders know how to communicate clearly and effectively both in oral and written form, 3) commitment and consistency – leaders give the impression they are steady and reliable, 4) courage – leaders do what’s right for everyone given the time and context of the situation they are in, not what will satisfy their own needs (Gladis, 2010). 6 Case Studies - Leaders in the Middle-East References: Koltin, A.. (2010, May). The 10 Cs of Great Leaders. CPA Practice Management Forum, 6(5), 19-20. Retrieved November 18, 2010, from ABI/INFORM Global. (Document ID: 2087354491). The Most Important Leadership Trait You Shun. (2010, June 21).
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