Leadership Assessment 3
Sarah Jawad – 201400800
Maryam Alkhunaizi 201400869
Abdalla Salmeen 20140198
PART ONE
Al-Hussaini business
overview
(FamilyFirmInstitute, 2016)
Examples of family
businesses in Middle East
FAMILY BUSINESSES ISSUES
Poor performance
(Echhade, 2014)
Unachieved business
goals (GulfBusiness, 2017)
PART TWO
AHMED’S POWER ANALYSIS
• Ingratiation
• Rationality
• Sanctions
Influential
• Benefits Exchange
tactics
• Upward Appeal
• Consultation
• Assertiveness
PART THREE
(SPRAGGON, SHAHID, & BODOLICA, 2014)
Emotional Involvement:
• Jealous factor, unprofessional attitude, and taking decisions personally.
Undefined roles:
• Not having clarity about the jobs.
Management style:
• Each person has a different view of how work should be done.
RECOMMENDATION: USING JOHN P KOTTER
MODEL IN ORDER TO MAKE CHANGE IN THE
ORGANIZATION: (AGUIRRE & ALPERN, 2014)
Create urgency: creating the desire to want change within family members
Form a team for change: it includes choosing the appropriate skills from the staff as well as hiring
external expertise
Creating a vision: the vision depends on the ideas and concepts Ahmed want to promote.
Anchoring the Change within the Corporate Culture: Sticking to the change.
SKILLS AND CHARACTERISTICS NEEDED:
FIRSTLY: SKILLS
Management skills: decision making, goal setting,
and strategic thinking.
Confidence
Emotional stability
Openness
CREATING A HIGH PERFORMANCE
CULTURE: (VILLASENOR, 2012)
Organizational culture is
the set of norms within a
group of people which
includes attitude, ideas,
Visible Invisible
values, and assumptions. Expressed-values: family-
Regarding the components Artefacts: The offices are
unity and loyalty to the
separated from each-other.
of Zayed Al Hussaini company.
culture
However, a lack of common
The dress code is formal values within the organization
exists due to personal goals