Formative Assessment

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Majan College University
University of Bedfordshire
Leadership Project
Formative Assessment
Mukhtar Mubarak Hamed Al Hasani
Leadership Project SHR011-6
May 30
th, 2022
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Table of Contents
1) Introduction ………………………………………………………………………………………………. 3
2) Critical evaluation of leadership theory………………………………………………………….. 3
2.1 Reviews of leadership mindset in the Middle East ………………………………………… 3
2.2 Participative leadership style ……………………………………………………………………… 4
2.3 Contextual issues corresponding with leadership in Middle East……………………… 5
2.4 Cultural snapshot using Dr. Greaves’s model……………………………………………….. 6
3) Critical evaluation of my leadership model …………………………………………………….. 6
3.1 My leadership consideration with a theoretical model of leadership…………………. 6
3.2 Points of differentiation…………………………………………………………………………….. 7
3.3 Personal development plan………………………………………………………………………… 8
4) Conclusion………………………………………………………………………………………………… 9
Bibliography …………………………………………………………………………………………………. 10

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1) Introduction
The pandemic of Covid-19 has given opportunities to many organizations across various industries and
this made the organizations change the model in which they work. From no or minimal flexibility today
organizations have realised that it is all about being flexible which can be achieved through proper
leadership qualities (M.Balasubramanian, 2020). Today the global organizations are facing challenges
on the leadership side such as,
Global complexities
Leadership effectiveness
Managing change
Understanding and managing external forces
A global survey conducted by Russel Arnold Associates in 2021 shows that the majority of global
organizations lack leadership preparedness. This survey was taken across 53 countries with over 5000
participants targeting a different set of companies under various industries (Komives, 2021). The concept
of leadership development is all about preparing, mentoring, and guiding the next set of leaders while
they are in their current roles to take up the next role. This is where most organizations across the world
fail to prepare. The study is exactly planned in such a way that it focuses on understanding the leadership
aspects of Bank Muscat with a learning outcome of understanding how leadership will have a direct
influence on the growth along with jotting down the self-development plan.
2) Critical evaluation of leadership theory
2.1 Reviews of leadership mindset in the Middle East
The role of leadership plays a key role in the development of the organization which includes the
sustainable part as well. There are many examples where organizations have grown drastically because
of the leadership style and the leaders similarly there are organizations that couldn’t sustain themselves
because of a lack of leadership.
According to McDonald “Leadership is an action and it is not by position”. He added that leadership is
all about how to handle a particular situation to get the best result out of it as a team.
John C Maxwell defines “Leadership as an art where the leader will not only find a place for himself but
also finds a place for others to perform the right set of duties”.
The leadership model over the years has been evolving and it is different now when compared to how it
was before many years. The past was all about authority and it was one way of communicating to get
the work done. Things have changed now where once upon a time the European Leadership was the only

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example that was quoted which is now not the scenario. Almost most of the regions have started evolving
in their way on the leadership aspects and one such region is the Middle East. The region of the Middle
East is always an oil-rich one and the leadership followed earlier was more inclined toward the Western
Management practices (Wart, 2021). However, the fact that they are oil-rich regions the leadership
pattern changed from industry to industry where some followed the autocratic way of working,
democratic in some contexts, laissez-faire, transactional, and so on. This means it is difficult to name a
pattern of leadership that is followed in the Middle East as it varies from context to context.
Having said this some factors played a crucial role in adopting the model such as the working pattern,
trust factor, religious belief, and the approach toward welcoming expatriates. These are some of the
factors which have taken the leadership to the next level and set an example for other regions. Some of
the common behaviours of Middle East leadership are:
Self-protective
Human-oriented
Autonomous
Value-based
Team oriented
The Middle East is one such region that accepts the expatriates in larger numbers and welcomes people
all over the world towards a common goal which is highly unique as most of the regions prefer giving
preferences to the locals (Badawi, 2020). Also, an approach toward a common goal has transformed the
leadership style of the Middle East to a larger extent which is of win-win for both. The fact that the
region has a working population of over 150,683,025 makes them adapt to the leadership style which
will be suitable for all age groups such as Baby boomers, millennials, Gen X, Y, and Z.
2.2 Participative leadership style
The participative leadership style is seen as the one that most leaders in the Middle East follow by
looking at their collaborative nature. A step-by-step approach is followed in this type of leadership style
across the Middle East which includes,
Initiating the conversation
Open sharing of information and knowledge
Encouraging to share the ideas
Synthesizing the available information
Finalising the best decision
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Communicating and implementing the decision
Thus, it is pretty clear that the leadership style in the Middle East has matured over the years and allows
people to participate and created an open culture. According to Lewis’s study, this is considered one of
the effective leadership models where it allows the team to think, be creative, and engaged (Alsubaie,
2020). In line with that, this leadership model of being participative will also accommodate people of all
ages which is one positive factor for implementation.
Figure 1: Common traits of the Participative leadership style
Source: (Zoglio, 2020)
2.3 Contextual issues corresponding with leadership in the Middle East
When we look at some of the common challenges which the Middle East has been facing over the years
will be discussed further here. These are some of the common issues irrespective of the leadership model
they follow.
Effectiveness
The effectiveness of the work which is getting carried out has been a key challenge over the years in the
leadership across the Middle East (Badawi, 2020). The factors such as time management, strategic
thinking, prioritization, and cost-effectiveness are often neglected while carrying out a task.
Religious focus
The Middle East is one such region that purely gives high importance to the religious beliefs and often
this gets cascaded to the next levels as well in the work environment (Bindra, 2020). Again, this trend is
happening in a few places which spoil the whole essence of leadership and dilutes the goals.

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Trust issues
The leadership of Middle East organizations generally tends not to trust the following levels which have
created autocratic styles in most of the organizations. This is one such issue where the complete
leadership will have all the hold and does not allow the team members to operate with freedom.
Lack of delegation
There is an observation that the leadership model of the Middle East does not like to learn the art of
delegation. This could be due to the lack of trust, and satisfaction of doing only by self, and this will not
help in developing or grooming the next level of leaders (Anderson, 2019). In case of any change where
the other person should step in then the complete change management process becomes havoc.
2.4 Cultural snapshot using Dr. Greaves’s model
When we look at the below snapshot of the different seven leadership mindsets it is important to
understand every mindset as it prevails across multiple organizations.
Figure 2: Seven Leadership Mindsets by Dr. Graves
Source: (Kippenberger, 2019)
Thus, when we look at the leadership mindset most of the
Green type of leadership culture has been
followed across Bank Muscat which is a positive sign. According to Dr. Graves, the Green type of
behaviour works more on creating conditions to empower everyone where the focus will be mostly on
collaboration and improving the performance through fun, practice, and community.
3) Critical evaluation of my leadership model
3.1 My leadership consideration with a theoretical model of leadership
Leadership is a skill or art is a debatable topic always however I always feel that it is a combination of
both and the one who realizes will be the master of leadership. Having said this the real-time education
in a theoretical way and the practical way is the best way of learning things heartfelt thanks to Bank
Muscat for accepting me as a part of their team (Bologna, 2020). With over 4000 employees and having

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more than 150 branches and founded in 1982 to provide various financial services and I am fortunate
enough to get the opportunity to work along with the HR Team.
My leadership style of myself lies between
Blue and Orange where I follow things to achieve the
purpose along with advantages to improve and excel. I know that it is a complete process and I will reach
the stage where I can be one of the leaders who can eventually become a role model to many over a
while and I am confident enough of getting there.
The leadership followed in Bank Muscat is currently
Green where they allow participative culture
across. However, it is not the same across all the regions and all the branches were during the initial
conversations offline along with peers working in other locations have expressed the same. There is a
difference in the leadership pattern where some of the leaders across Bank Muscat still follow
Red where
they still love dominance and power. I completely understand a leader needs to be hard at times to get
things done from the team however showing this character all the time will be a threat to self and bank
Muscat.
There is a small thread between
transactional and transformational leadership models which the
leaders in Bank Muscat should understand to implement the best ways to get the expected results
(Kippenberger, 2019). In 2013 Bank Muscat got into an issue of issuing international prepaid travel
cards which were accessed from the USA which was against the law. This is one bad leadership example
that Bank Muscat had over the years and impacted the global transactions largely with hefty fines of
10.5%.
The transition of moving from Orange to Green and then to Yellow is what I am looking for which will
make me evolve as a modern leader which will be more of
situational leadership. This is only possible
if I get more knowledge on what is happening across Bank Muscat on the leadership front where the
ground connection is always important. The next phase of understanding the ‘Leadership Impact on
employees in Bank Muscat’ will help me to draw the next set of conclusions that will help in developing
myself further along with the growth of Bank Muscat.
3.2 Points of differentiation
The implementation of the Participative leadership model across Bank Muscat is not easy at the same
time it is not tough as well. A positive approach with some training and development plan will get us
there and the approach needs to be right as this can turn sensitive as well. The passion that leaders have
such as motivation, being optimistic, and developmental with charisma and vision will help the leaders
to create this model across Bank Muscat (Bindra, 2020).

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It is not a rocket science typically with a lot of twists and turns however it is all about the maturity and
level of understanding which will help in getting there for Bank Muscat. The time consumption for this
process in moving towards a participative leadership style as an organization across all regions will take
time and it is going to be uniform and effective once followed. Having trust in the team, hearing them
out, and being creative with more ideas will help in differentiating myself as a leader and in practising
participative leadership.
3.3 Personal development plan
I have jotted down a personal development plan for myself which is a short-term plan that will help me
to reach the next level.

The skills need to be
improved
Details Timeline to
accomplish the task
Communication skills To understand clearly the available
communication channels and to develop
assertive communication.
August 2022
Technical skills To understand the HRMS systems used in the
business such as SAP success factor, Work Day
and Peoplesoft.
October 2022
Decision-making skills
and emotional
intelligence
To solve more real-time case studies across the
industry which will help in handling situations.
July 2022
People management
skills and
Interpersonal skills
To get myself certified in the field of HR with
CPHR/ CP under SHRM.
December 2022
Change management
and innovation skills
To bring different aspects to the business by
submitting white papers, abstracts, and more.
Also, in participating business change
management including mergers and acquisitions
will help to gain real-time knowledge.
November 2022

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4) Conclusion
Thus, the study of the Leadership Project has been an eye-opener for me which helped in understanding
how theoretical vs practical leadership works. The study has been carried out by reviewing the leadership
across the Middle East and understanding the practical issues across the Middle East on the leadership
part. The cultural snapshot using Dr. Greaves’s model helped in understanding the seven types of
leadership which helped in detailing the study. The evaluation of the personal leadership model along
with the leadership model of Bank Muscat helped in connecting the dots and in making the next set of
plans for further studies. The point of differentiation has made a real difference along with a personal
development plan which took some time to figure out on what exactly I need at this point for
development. All these summing up together will help me to prepare for my leadership journey further.

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Bibliography
Alsubaie, T. (2020). The Influence of Participative Leadership on Employee Performance (Second
Edition ed.). Thamer Alsubaie.
Anderson, J. (2019).
Principle-Based Leadership – Your Path to Outstanding Success As a Leader (Third
Edition ed.). iUniverse.
Badawi, J. A. (2020).
Leadership – An Islamic Perspective (Third Edition ed.). Amana Publications.
Bindra, V. (2020).
Everything About Leadership (Third Edition ed.). Taylor & Francis.
Bologna, P. (2020).
Oman – Banking Sector Resilience (First Edition ed.). McMillan.
Kippenberger, T. (2019).
Leadership Styles (Third Edition ed.). Wiley.
Komives, S. R. (2021).
Leadership for a Better World (Third Edition ed.). Lexis Nexis.
M.Balasubramanian. (2020).
Covid 19 – The New Age Pandemic (Second Edition ed.). Notion Press.
Wart, M. V. (2021).
Leadership Across the Globe (Third Edition ed.). Taylor & Francis.
Zoglio, S. (2020).
The Participative Leader (Third Edition ed.). McGraw-Hill.