LEADERS’ BEHAVIOUR AND SITUATIONAL FACTORS ON THE ORGANIZATIONAL PERFORMANCE AT ABU DHABI NATIONAL OIL COMPANY (ADNOC)

Abstract

In both public and private businesses, to capacity building and sustenance of competitive advantage, the necessity of effective leadership has remained critical. Yet, leadership effectiveness has continued to be a multi-dimensional construct, and not many efforts have been done to conceptualise models in this level. In view of the case of Abu Dhabi National Oil Company (ADNOC), to attain a more reliable model that is suitable for modern organisations, the major objective of the current study was to update and empirically support the traditional Contingency Model of Leadership Effectiveness. Leader characteristics and hierarchy structure are not suitable factors of leadership behaviour in the organisation. To validate the Contingency Model of Leadership Effectiveness through the assistance of data collected in the current study, a final effort was made. Data validates the traditional model of leadership to a large degree; this is particularly factual for task-oriented leadership behaviour as contrasting to relationship-oriented leadership behaviour. Future researchers should consider activity-based constructs for the measurement of variables to find more significant and validate critical relationships in the model. Furthermore, the ADNOC and other corporations are recommended in the region stretch equal attention to male and female employees and leaders. Where leader-subordinate relationships are critical for complete organisational accomplishment, females would predominantly endeavour in positions.JEL: L20; L22; L72  Article visualizations