THE IMPACT OF THE MANAGERS' LEADERSHIP AND MANAGEMENT STYLES ON THE SUCCESS OF THE ORGANIZATION IN THE PRIVATE SECTOR IN THE ARAB SECTOR IN ISRAEL
DOI:
https://doi.org/10.46827/ejhrms.v9i2.2076Palabras clave:
leadership styles, management styles, organizational success, Arab private sector, Israel, transformational leadership, transactional leadership, employee engagement, organizational culture, organizational excellence, participative leadershipResumen
This research study examines managers' leadership and management style effects on the success of organizations in the Arab private sector in Israel. Because a leadership gap has developed over time between organizations' traditional leadership practices and their striving towards modern organizations' measures of success, this research contributes to theoretical and practical discussions of leadership effectiveness in culturally situated contexts. Using inductive qualitative methodology and semi-structured interviews, focus groups, and document analysis with a range of managers and employees from a sample of different private organizations, the research unveiled five major themes. The transactional and authoritarian leadership styles were the most pervasive, leading to constrained creativity and employee motivation. The research concluded that effective organizational leadership is vital for an organization, not just in terms of strategic outcomes, but also in developing the emotional and cultural workplace climate. In summary, organizational leadership today should emphasize transformational leadership, including leadership development that (a) values and utilizes emotional intelligence, (b) is inclusive for decision making and employees at all levels or functions, and (c) is adaptive to one guiding mission or way of working toward and evaluating organizational success. For training and leadership development, the research has organizational implications for leadership planning and stimulating long-term growth trajectories in dynamic and culturally grounded private sector contexts.Referencias
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