An exploration of leadership in complex projects within the UAE in the 21st Century

Abstract

Leading complex projects requires a high level of understanding of the softer (e.g. people management) and harder (e.g. project management tools) skills of project management (Davis & Hobday, 2006). It also requires operating under the eight characteristics of complex adaptive systems and understanding the broader system the project is operating in. The eight characteristics of complex adaptive systems are: hierarchy, communication, control, emergence, phase transition, non-linearity, adaptiveness, and sensitive dependence on initial conditions. This study was conducted to explore leadership in complex projects within the UAE in the 21st Century. A qualitative exploratory case study was used to examine leadership, including an exploratory investigation of the impact that structural project complexities have on leadership in the UAE. A total of 33 interviews were conducted with project managers of complex projects in the UAE. All interviews were conducted in person and transcribed verbatim by the researcher. The results revealed that structural complexities do affect the leadership of complex projects, as does diversity and gender differences. However, managers reported this diversity as both a challenge and an opportunity, which adds to the complexity of the workplace relationships seen. Gender, experience and cultural complexities were further explored and the study found that ex-patriate women could be effective leaders of complex projects in the UAE; however, they use differing styles to male leaders. This was the first study of its kind to acknowledge these differences in the UAE and adds to the growing body of literature acknowledging the impact that structural complexities have on leadership behaviours in a Middle Eastern context.