Caroline Akhras

(Notre Dame University, Lebanon)

 

 

Abstract: This case study focused on leadership in drastic times is addressed to stakeholders in the Middle East and North African area. Challenging times, unique stressors, and radical change may be seen as calling for a renewed focus on authentic leadership. This case study questions whether leadership is perceived as authentic and whether leaders perceive themselves as authentic. As a practitioner researcher, I find that exploring the role of authentic leader in business management is relevant in post modernity worldwide; however, conducting research on authentic leadership is especially vital given the dynamic and negative downward spiral of economic, demographic, geographic, and political factors in the Middle East and North Africa region across the past decade. As a research study, the aim of this paper is twofold: (1) whether followers perceive their leader as authentic; (2) whether leaders perceive themselves as authentic. 90 participants, as members in business units composed of 15, were assigned a business project across ten weeks. The project required that all members participate in collaborative and individualistic time-defined tasks. Data was gathered using a brief survey and short interview once the project was submitted. It was found that followers perceive their leaders as authentic in the Middle East and North African Region (MENA). Moreover, it was found that leaders “know themselves” and act in accordance with their inner thoughts. These findings may be related to the social and economic culture of the surrounding nations and as such the topic of authentic leadership requires further research.

 

 

Key words: radical change; self awareness; relational transparency; positive psychological capacities;

authenticity; Middle East and North Africa culture

JEL code: M