THE IMPACT OF THE ARAB JERUSALEMITE MANAGER AS A LEADER ON EMPLOYEE RELATIONS TEAMWORK, AND EMPLOYEE ENGAGEMENT IN PUBLIC INSTITUTIONS IN EAST JERUSALEM
DOI:
https://doi.org/10.46827/ejmms.v11i2.2268Ključne riječi:
This study aimed to analyze the scholarly literature concerning the impact of Arab Jerusalemite managers as leaders on employee relations, teamwork, and employee engagement in public institutions in East Jerusalem. This was achieved through a review and aSažetak
This study aimed to analyze the scholarly literature concerning the impact of Arab Jerusalemite managers as leaders on employee relations, teamwork, and employee engagement in public institutions in East Jerusalem. This was achieved through a review and analysis of Arabic and foreign studies, and by conducting semi-structured interviews with a number of experts and managers in public institutions. The goal was to identify the most prominent leadership practices, interpret their impact on the Jerusalemite organizational environment, and uncover research gaps not addressed in previous studies. The study adopted a descriptive-analytical approach, relying on the analysis of previous studies as a primary data source, along with thematic analysis of the interviews, which contributed to a deeper understanding of the study topic. The results showed that Arab managers in Jerusalem play a pivotal role in building positive organizational relationships based on trust and mutual respect, fostering teamwork, and increasing employee participation in decision-making. This, in turn, positively impacts institutional performance and the stability of public institutions. The findings also indicated that adopting ethical, participatory, transformational, inclusive, and distributed leadership styles contributes to strengthening organizational commitment, job satisfaction, and employee cooperation, and enhances institutions' ability to meet challenges. The study revealed that most Arab studies have focused on educational institutions, while foreign studies have examined public sector institutions in environments different from the Palestinian context. This highlights a research gap concerning leadership in public institutions in East Jerusalem. It concludes that the unique political, administrative, and social environment in East Jerusalem makes effective leadership a key element in achieving institutional cohesion, which necessitates developing administrative leaders, promoting a culture of participation and empowerment, and conducting further studies that address leadership in Palestinian public institutions in a way that contributes to developing institutional performance and supporting its sustainability.
JEL: D23; H83; M12; M14; M54
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