The Palestinian Executive by Muna Farid A.;Khoury Grace C.;

Author:Muna, Farid A.;Khoury, Grace C.;
Language: eng
Format: epub
Publisher: Taylor & Francis Group
Published: 2016-08-15T00:00:00+00:00

Although there is wide agreement among Western scholars that there is a shortage of leaders, there seems to be a consensus that both leaders and managers are needed to run successful organizations. Think about the statements shown at the top of Table 6.1: managers do things right, leaders do the right thing. Organizations need both – doing the right thing in a right way. Perhaps the ideal situation would be to have some managers with some leadership skills and also to have some leaders with some managerial skills. It seems that many of the executives we interviewed combine both managerial and leadership skills, as we shall see later.

Turning to Palestinian executives, their responses to the question, ‘what talents, skills and abilities helped you in achieving success in your career so far?’ are shown in Table 6.2 in order of frequency of mention.

By including the word ‘abilities’ in our question, we encouraged Palestinian executives to mention personal abilities and attributes such as passion for work, self-development, learning languages and so on. However, a closer look at both Tables 6.1 and 6.2 shows several skills and talents in common, specifically: leading people, developing visions and strategies, taking risks, innovating and taking initiative, and seeking change.

Finally, eight other items were mentioned by 10 percent or less of the Palestinian executives, but are not shown in Table 6.2. These include: helicopter view; perfectionist; developing others; charismatic; compassionate but tough; optimistic; self-motivated; and desire to serve country.

The reader may wonder:

What lessons can be learned from these specific findings?

Table 6.2 Talents, skills and abilities that contributed to success (N = 110)

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