ACHIEVEMENTS

UAE Vice President and Prime Minister and Ruler of Dubai His Highness Sheikh Mohammed bin
Rashid Al Maktoum has said that sound vision, long term determination and indomitable will have
helped the UAE to attain the excellence and leadership in various fields.
In a statement to Diraa Al Watan Magazine (Shield of The Nation) on the occasion of the UAE's 40th
National Day Anniversary, he added that since the dawn of the second of December, 1971, the
wheel of development outlined by the late Sheikh Zayed bin Sultan Al Nahyan, late Sheikh Rashid
bin Saeed Al Maktoum and the UAE people, had not stopped, since it is continued and sustained by
President His Highness Sheikh Khalifa bin Zayed Al Nahyan and the UAE people.
"The celebration of our people of the National Day every year is accompanied by addition of new
blocks to the structure of our prestigious country, not only by raising slogans, or adornment, or the
suspension of work in the Ministries and national institutions, but through the celebration, we mark
what we have achieved so far in the areas of human resources, urban development, culture,
services,
health
and
education",
he
said.
Sheikh Mohammed stressed that as the UAE exhibits its success story that has impressed the world
in terms of the achievements, the UAE people are working to build bridges with other peoples
worldwide, out of their conviction in the importance of human relations among States and peoples,
and their collective roles in the achievement of peace, justice and equality for all peoples worldwide.
"Under the guidance and support of the UAE President, we have managed to move our national
institutions to the stage of transparency, functionality, openness, and application of technology. We
can now say that it has reached 90 per cent of the international standard. And we look forward to
achieving100 per cent through the cooperation of everyone in the light of their enthusiasm for the
country
and
national
identity,"
he
said.
The Vice President reiterated that the National Day cherishes the noble national themes, notably,
allegiance to the country and to its leadership that has delivered in the past and still works to provide
security,
stability
and
decent
life
for
all
citizens
nationwide.

Below is the full text of the statement: "Forty years of achievements have been made by our people
and our country, which has clearly, as recognised by all, become a state of excellence, leading in
various fields. This, of course, would not have come to pass without the sound vision and long-term
determination and indomitable will, because the word impossible is no longer listed on the agenda of
the
UAE.
Since the dawn of the second of December 1971, the wheel of development commenced by the late
Sheikh Zayed bin Sultan Al Nahyan and late Sheikh Rashid bin Saeed Al Maktoum and the people of
the UAE people has not stopped as it has been continued and sustained by President His Highness
Sheikh Khalifa bin Zayed Al Nahyan and the UAE people in all work locations and production
facilities. This strenuous work has led to our prosperous future through the translation of the
achievements into reality on the ground, to enable the coming Emirati generations to reap the fruits.
We will leave to coming generations the promising national, cultural and human heritage, which is
not easy to neglect, because it is in the core of the memory of our people. Everyone must revive this
memory through the celebration of our national occasions, especially the National Day. This day

cherishes the noble national themes, notably, the allegiance to the country and its leadership that
has delivered in the past and still works to provide security, stability and decent life for all our people
across
our
dear
homeland.
The celebration of our people of the National Day every year is accompanied with addition of new
block or blocks to the structure of our prestigious country, not only by raising slogans, or adornment,
or suspension of work in the Ministries and national institutions, but through the celebration, we mark
what we have achieved so far in the areas of human resources, urban development, culture,
services,
health
and
education.
All these achievements are employed in the service of citizens, because the country is not only the
high-rise buildings, but also stable and educated citizens, able to protect their homeland, preserve
the reputation and achievements and gains of the country. "The defence of the nation is not by force
of arms or hoisting of a flag, but through will-power, creativity and excellence.
We are exhibiting the success story that has impressed the world in terms of our achievements.
Meanwhile, we are working to build bridges between our people and the world economically,
culturally, and scientifically, out of our conviction of the importance of human relations among States
and peoples and their roles in promoting of peace, justice and equality for all peoples worldwide.
Dear Citizens, We look forward to building a promising future together as a team and to maintain our
Arab roots and to open our hearts to brothers and friends. We have to know more about culture and
civilisations. As openness is embodied in our past, present and future, we can continue walking to
reach the summit and activate the role of our beloved country in financial, economic, political,
cultural
and
humanitarian
circles.
On this precious national occasion, we should stress the important role of our national institutions,
including ministries, agencies and departments and others in the process of nation-building and
sustainable development. Based on our view of the role of these national institutions, we have
launched since the assumption of the Cabinet presidency in the era of my brother President His
Highness Sheikh Khalifa bin Zayed Al Nahyan, the re-organisation and activation of their roles in
serving the citizens so as to achieve development of the institutional performance of government, as
well as the introduction of IT in most of the services provided to the public.
We also work as a government to promote and disseminate the concept of transparency and
openness in government work to ensure international standards in delivery of government services,
based on accountability and rewarding creativity and those keen to protect the reputation of our
country, and
uphold
its
status
as
state
of
institutions,
and
not
slogans.
We praise Allah that, as a government under the guidance and support of His Highness Sheikh
Khalifa bin Zayed Al Nahyan, we have managed to move our national institutions to the stage of
transparency, functionality, openness, disclosure and application of technology. We can now say that
it has reached 90 per cent of the international standard. And we look forward to achieving 100 per
cent through the cooperation of everyone in the light of enthusiasm for the country and national
identity.
I am honoured to use the occasion of this statement in our Diraa Al Watan Magazine to note that it
has proved itself as a specialised magazine in military affairs over the last the forty years of its press
journey. I congratulate all the staff who founded the magazine, and all those who have been
managing, editing and publishing this pioneer magazine. I hope that this magazine will continue the
development and progress on the path of freedom of expression and purposeful information, and
that
it
will
perform
its
national
and
noble
mission
to
the
fullest.

In conclusion, I extend my heartfelt congratulations to His Highness Sheikh Khalifa bin Zayed Al
Nahyan, President of the UAE, Supreme Commander of the Armed Forces, on the occasion of the
40th National Day. It is a great honour to acknowledge the guidance of his wise directives and
unlimited support in the building of a strong national army, based on the principles of justice, the
inherent Arab and Islamic values and loyalty to this dear country and its people, and his leadership,
advocacy and protection of the gains of our independence and its sovereignty.
I am happy at this point to congratulate my brother and companion His Highness Sheikh Mohammed
bin Zayed Al Nahyan, Crown Prince of Abu Dhabi and Deputy Supreme Commander of the Armed
Forces, as the guardian of national interest and his following up of the affairs of the Armed Forces
regarding the development of the components of equipment, training and allegiance to the nation,
leadership
and
people.
I also extend my congratulations to my children, officers and members of our Armed Forces who
train day and night to be qualified and prepared to face challenges and to attain excellence in the
modern military sciences' training, to acquire skills, to keep a watchful eye and build the fence that
protects
the
security
and
stability
of
our
country,
people
and
community.
The congratulations on the National Day are also extended to the citizens, who have proved to the
world their merit and ability to cope with the difficult challenges, creativity and excellence in various
fields. We are proud of our persistent people, who achieve great achievements year after year to be
recorded in history. They will remain a source of inspiration and creativity for successive
generations."

HTTP://WWW.UAEINTERACT.COM/DOCS/MOHAMMED_BIN_RASHID_HAILS_U
AES_40_YEARS_OF_ACHIEVEMENTS_/47539.HTM

PAUL KASMAN
WORKS AND THOUGHTS
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HOME SHEIKH RASHID OF DUBAI: A LEADERSHIP ANALYSIS

Sheikh Rashid of Dubai: A

Leadership Analysis

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Sheikh Rashid of Dubai paulkasman
Leadership Analysis and Improvement Plan: Sheikh Rashid bin Saeed Al Maktoum
Paul Kasman
03/09/2012
Table of Contents
Introduction 3
Leadership 3
Competing Values Framework 3
Biography 5
Research Methodology 6
Sheikh Rashid Competing Values Framework Strengths and Weaknesses 7
Human Relations 7
Internal Process 8
Rational Goal 10
Open Systems 11
Leadership Development Plan 13
Using Group Decision Making (Human Relations) 13
Attending to Ethical and Environmental Performance (Internal Process) 13
Ensuring Vision Includes Constituents Aspirations (Rational Goal) 14
Conclusion 14
References 15
Introduction

This paper defines leadership and discusses it in relation to the Competing Values Framework (CVF)
found in Becoming a Master Manager: A Competing Values Approach (Quinn, Faerman, Thompson,
McGrath & St. Clair, 2007). It applies the CVF to Sheikh Rashid bin Saeed Al Maktoum (Sheikh
Rashid), the former ruler of Dubai. In doing so, this paper analyses Sheikh Rashids successes and
failures in public sector leadership, and sets out a leadership development plan to address
shortcomings.
Leadership
Leadership is highly valued but lacks a commonly agreed-upon definition. Warren Bennis describes
leadership as being like beauty, because its hard to define, but you know it when you see it (2009,
p. xxx). One reason for this difficulty with definition is that leadership occurs in many different
circumstances. Another is that what constitutes leadership is colored by the worldview of the
observer. Despite these difficulties, it is possible to broadly define leadership. MacGregor Burns
defines leadership as leaders inducing followers to act for certain goals that represent the values
and the motivations the wants and needs, the aspirations and expectations of both leaders and
followers. (1978, p. 19) This paper analyzes Sheikh Rashid partially through this definition of
leadership, and predominately through the prism of those competencies laid out in the CVF.
Competing Values Framework
The Competing Values Framework (CVF) is an approach to leadership analysis that reframes four
seemingly contrasting areas of management expertise into an integrated and complementary
management tool. These four areas are the Human Relations Model, the Internal Process Model, the
Rational Goal Model, and the Open Systems Model.
The Human Relations Model features the action of collaboration and involves the organizational
roles of Mentor and Facilitator. The Mentor specializes in understanding self and others,
communicating effectively and developing employees. The Facilitator focuses on building teams,
using participative decision making, and managing conflict (Quinn et al., 2007, p. 16).
The Internal Process Model features the action of control and involves the organizational roles of
Monitor and Coordinator. The Monitor oversees individual performance, analyses core processes,
and analyses information with critical thinking. The Coordinator manages projects, designs work, and
manages across functions (Quinn et al., 2007, p. 16).
The Rational Goal Model features the action of competition and involves the organizational roles of
Director and Producer. The Director develops and communicates a vision, sets goals and objectives,
and designs and organizes. The Producer works productively, fosters a productive work
environment, and manages time and stress (Quinn et al., 2007, p. 16).
The Open Systems Model features the action of creation and involves the organizational roles of
Innovator and Broker. The Broker builds and maintains a power base, negotiates agreement and
commitment, and presents ideas. The Innovator lives with change, thinks creatively, and manages
change (Quinn et al., 2007, p. 16).

The two key assumptions of the CVF are, first, that each of the four areas is idealized such that real
world organizations rarely reflect just one of the four. Second, when one of the four is
overemphasized, an organization will be less effective than if more of a balance were struck (Quinn
et al., 2007, p. 222). Therefore, a balanced skill set in the four areas of the CVF is critical for effective
leadership.
For the purposes of this paper, it is important to note that some CVF items discussed in Quinn et al.
(2007) did not apply in Sheikh Rashids time. For example, the discussion on managing electronic
data overload (Quinn et al., p. 114 122) mostly falls into this category. However, the vast majority of
the concepts can be applied.
Biography
MacGregor Burns (1978) described the crisis of leadership in his time as the mediocrity or
irresponsibility of many of those in power (p. 1). Perhaps he would have been more optimistic if he
had been aware of Sheikh Rashid, who was one of his contemporaries.
Sheikh Rashid was the heredity ruler of Dubai from 1958 until his death in 1990. He is widely
credited with transforming the city from a small settlement into the commercial hub that it is today
(Krane, 2009, p. 79). A self-educated man with little formal schooling (Krane, p. 67), Sheikh Rashid
used political savvy and a willingness to take risks to establish himself as a respected leader.
MacGregor Burns (1978) said that not all power-holders are leaders (p. 18); though born into
power, Sheikh Rashid defies this description. He rejected a potential life of detached regal comfort, in
favour of leading and materializing a unique vision for Dubai. It was a vision based on his fear for the
economic future of his people, who depended heavily on oil when Sheikh Rashid took power. His
worries for the future were famously expressed by Sheikh Rashid when he stated My grandfather
rode a camel, my father rode a camel, I drive a Mercedes, my son drives a Land Rover, his son will
drive a Land Rover, but his son will ride a camel. (Gluckman, n.d., para. 4)
Sheikh Rashid took his vision of an economically successful and sustainable Dubai, and translated it
into real social and economic change. He practiced what MacGregor Burns (1978) called
transformative leadership. This strain of leadership recognizes the potential motives in followers,
seeks to satisfy higher needs, and engages the full person of the follower (p. 4). The potential
motive Sheikh Rashid recognized was the need to develop a stable economy to guarantee prosperity
for current and future generations. The higher needs he strove to satisfy were self-sufficiency and the
provision of quality services to Dubaians. Rashid would create an optimal regulatory and business
environment (Nasr, 2009, p. 43) to facilitate this transformation.
As a hereditary leader who ruled through decolonization and the development of Middle East oil
wealth, some of the outcomes of Sheikh Rashids leadership are not part of his performance. To the
greatest extent possible, this paper will focus on decisions and behaviours that can be credited to
Sheikh Rashid, as opposed to his circumstances.
Research Methodology
As a monarch and historical figure, Sheikh Rashid is discussed in number of books, essays, and web
sources found in libraries and on the internet. This paper draws on the critical analysis and first-hand

experiences reported in these sources to establish Rashids leadership style. This leadership style is
than analyzed using the CVF found in in Becoming a Master Manager: A Competing Values
Approach (Quinn, 2007). By citing specific examples and quotes from many sources and analyzing
them in relation to variety of specific aspects of the CVF, this paper attempts to provide an unbiased
account of Sheikh Rashids leadership competencies.
Sheikh Rashid Competing Values Framework Strengths and Weaknesses
Human Relations
Rashid was a successful mentor, but had some areas for improvement. He was known for a cagey
leadership style, and was sometimes a poor communicator, reluctant to disclose relevant information
with stakeholders (Krane, 2009, p. 93). However, he was good at understanding others, and was a
skilled politician who generally stayed on good terms with his followers as well as foreign leaders
(Krane, p. 68). Sheikh Rashids skill at understanding others was often seen in the Majlis, a
traditional council in which citizens of Dubai share problems and grievances. He was known for
thoughtfully considering suggestions and requests, and ensuring that proper follow-up action be
taken (The Maktoums, 2010, para. 12). In this way, he acted as a role model of openness and
learning, which is a key to understanding others (Quinn et al., 2007, p. 42). The Majlis also featured
debates. Rashid valued the opinions of his followers in the Majlis, and involved them in the
consideration and implementation of many projects (The Maktoums, para. 13). In the area of
developing followers, Sheikh Rashid recognized the need to properly prepare his sons for the roles
that they would be thrust into in the power structure, and groomed them accordingly. For example, he
was aware that his son Mohammeds intelligence and decisiveness made him a strong candidate for
leadership positions, while his son Maktoums kindness and mild-mannered nature made him a
better fit for diplomatic positions (Krane, p. 181). He also recognized his busy schedule meant that
he must delegate major projects effectively, a cornerstone of the Mentor role (Quinn et al., p. 55). He
did so by tapping into the traditional family support structure. For example, when Rashid recognized
the need to create an international airport to attract airlines and businessmen to Dubai, he appointed
his son Mohammed to head the steering committee (Davidson, 2008, p. 109).
As a Facilitator, Sheikh Rashids failures were coloured by the absolute power he held as a Sheikh.
Quinn et al. (2007) lays out three decision making strategies authoritative, consultative and group
(p. 87). Rashid most often used authoritative decision making, sometimes used consultative decision
making, and never used group decision making. He often used consultative decision making in the
Majlis, which lacked formal powers, but functioned in place of a western-style government
organization (Hvidt, 2006, p. 17). Using the Majlis, Rashid consulted with citizens regarding his
development plans (Azizi, 2008, p. 12)
Internal Process
Rashids application of the Internal Process model was effected by the time and political situation he
lived through. While Dubais government was department-structured (Krane, 2009, p. 186), the
system of government could best be described as a tribal-autocracy, for being based on family
lineage and dominated by the Sheikh (Krane, p. 135). Rashids autocratic power gave him an

automatic advantage in consolidating and creating continuity, the main function of the Monitor role
(Quinn et al., 2007, p. 113).
In analyzing core processes, Rashid followed the principal of looking for the limiting step and
designing around it on a grand scale of city planning. For example, Rashid predicted in the 1960s
that the future projects he envisioned would require far more foreign workers than currently lived in
the city, and that these workers would need housing. In order to avoid a bottleneck in planned
projects, he immediately began building low-income housing for these future workers (Ali, 2010, p.
18). In terms of measuring performance and quality, Rashid tended to emphasize what was easy to
measure, such as economic growth, as opposed to what was difficult to measure, such as workers
rights and environmental sustainability. A legacy of Rashids laissez-faire regulation policy is that
hundreds of foreign workers die each year in Dubai due to poor safety regulations (Krane, 2009, p.
207), and the per capita ecological footprint of Dubaians is the highest in the world (Krane, p. 224)
Sheikh Rashid was skilled as a coordinator, particularly in recognizing what need[ed] to be done, by
whom, and by when (Quinn et al., 2007, p. 136). He knew that he wanted to build a city of European
caliber, but in a much shorter timeframe than the hundreds of years it took to build European cities
(Krane, 2009, p. 99). He also knew that in order to meet this goal, he needed to attract the skills of
foreign professionals, which he went to great lengths to do (Krane, p. 97). He also recognized that
his development goals would require a new management paradigm in Dubai, and created such a
paradigm based on the idea that management was the art of the possible (Krane, p. 99). An
important component of project management is communicating regularly with key people in the
organization regarding project progress (Quinn et al., p. 162). Sheikh Rashid did this through indepth construction site visits and the daily Majlis (The Maktoums, 2010, para. 11). The Majlis also
gave Rashid the opportunity to design work. Part of designing work is providing employees with
opportunities for recognition and responsibility (Quinn et al., p. 167); Rashid would do so by
providing opportunities for those he saw promise in, and rewarding their successes with muchsought after personal attention (Krane, p. 69).
Rational Goal
Sheikh Rashid fit MacGregor Burns (1978) profile of an executive leader, in that he used his own
character, prestige, and popularity to instill his political interests and values (p. 371). Those interests
and values were projected through Sheikh Rashids actions as a Director, and were crystallized in his
vision of an economically successful and sustainable Dubai. Quinn et al. (2007) states that part of
strategic communication of vision is the ability to articulate the vision in a clear and concise
statement also known as a credo (p. 195); Sheikh Rashids famous credo was Whats good for
the merchants is good for Dubai (Krane, 2009, p. 75), and his policies reflected it. To realize a
vision, one must set tangible goals that focus available resources (Quinn et al., p. 202). Rashids
goal was developing a laissez-faire policy to commerce. He focused his resources, both financial and
influential, on building real property such an aluminum smelter, the Dubai World Trade Centre
(Krane, p.78), wharves, warehouses, and roads (Nasr, 2009, p. 33), and developing policies such the
open skies policy which attracted airlines and businessmen (Krane, p.109).

Quinn et al. (2007) states that an important part of developing a vision for the future is having an
understanding of the past and the heritage it gives in the present (p. 192). It is here where Rashids
shows weakness; he ordered historic areas to be bulldozed without hesitation (Krane, 2009, p. 95).
He saw old neighborhoods as obstacles, and decisively resettled former residents of these areas in
distant desert developments (Krane, p. 96). In this way he was not always successful in ensuring his
vision included the aspirations of his constituents, described in Quinn et al. as key to developing and
communicating a vision (p. 196).
In the area of designing and organizing, Quinn et al. (2007) states that hierarchical organizational
cultures are conservative and cautious (p. 221). Although the Dubai government was decisively
hierarchical in structure, its organizational culture was extremely entrepreneurial and idealistic, fitting
more into the definition of an adhocracy found in Quinn et al. (p. 221). Given that this adhocracy was
absent during the conservative and cautious reign of Sheikh Rashids father (Krane, 2007, p. 29),
this unique hierarchy/adhocracy combination style of designing and organizing can be attributed to
Sheikh Rashids leadership.
Open Systems
Sheikh Rashid was prolifically innovative in his approach to leadership and excelled in the Open
Systems Model.
Living with change came naturally to Sheikh Rashid, particularly since many of the changes were of
his own making. But he was also adept at living with unwelcome changes, which is considered by
Quinn et al. (2007) as one of the greatest challenges to the innovator (p. 266). For example, Sheikh
Rashid was willing to adapt his society to western cultural social mores, including alcohol (Krane,
2009, p. 105), prostitution, and the construction of churches (Krane, p. 97), despite a personal
anathema towards these things (Krane, p. 98). For Sheikh Rashid, growth was a priority, and he
recognized that Western experts would not come to support Dubais growth if their way of life was not
accepted and respected (Krane, p. 97). Sheikh Rashids ability to live with change can be understood
in relation to the concept of fundamental choice. Quinn et al. describes a fundamental choice as a
choice based on ones core state of being, and a choice that when made, changes ones outlook and
behaviour (p. 269). Sheikh Rashids fundamental choice was to develop Dubai and its economy (Ali,
2010, p. 17), which provided the clarity of purpose and courage that made much of his innovation
possible.
Sheikh Rashid was skilled at designing change, and a Forcefield Analysis illustrates this skill. In a
Forcefield Analysis, pressures for and against change in an organization compete with one another,
with change occurring only if pressures for change are greater than the pressures against them
(Quinn et al., 2007, p. 286). In terms of pressures for change, Sheikh Rashid was openly disdainful
of the social and economic stagnation in Dubai (Krane, 2009, p. 67), so the desire to escape from
stagnation was a driving force. Another driving force was Dubais financial and geo-political
weakness. When Sheikh Rashid came to power, Dubais financially vital port was in physically poor
shape and avoided by ships (Krane, p. 69). Dubai also had increasingly volatile and potentially
threatening neighbours, such as Iraq and Iran (Krane, p. 68). The main pressure against change was
a reluctance to take risks among members of local government, the British colonial administration

(Krane, p.77), the Dubaian public, and even Sheikh Rashids own family (Krane, p.79). However,
Rashids authority over all decisions, made complete after the departure of the British administration
in 1971, was the dominant driving force that tipped the scaled towards change. Rashid also removed
a pressure against change by enriching his subjects with the proceeds of successful business
ventures, which largely keeps them from opposing government policy (Krane, p. 68).
Leadership Development Plan
There are several key areas in which Sheikh Rashid requires leadership development in order to
better fulfill the definition of a good leader established in the Leadership section and bring better
balance to his CVF leadership competencies. The below suggestions address those areas.
Using Group Decision Making (Human Relations)
Sheikh Rashid generally used autocratic and consultative decision making strategies. However, for
problems with few time constraints that concern group commitment to the solution, there should be
input from the larger group (Quinn et al., 2007, p. 89). For example, group decision making could be
used to establish the long-term objectives for economic growth and social change. To exclude
Dubaian citizens completely from decision-making is unsustainable and does not represent the
motivations of many of his followers (Krane, 2009, p. 273)
Attending to Ethical and Environmental Performance (Internal Process)
In striving to reach financial and growth goals, Sheikh Rashid neglects to treat foreign residents
(Krane, 2009, p. 207) or the environment of Dubai fairly (Krane, p. 224). Sheikh Rashid should use
the triple bottom line approach, which measures social, ethical, and environmental performance in
addition to financial performance (Quinn, 2007, p. 136). This will lead to a more holistic development
for Dubai, and attend to the aspirations of Sheikh Rashids foreign-born followers.
Ensuring Vision Includes Constituents Aspirations (Rational Goal)
As stated in the Leadership section, including the aspirations of followers in the decision-making
process is central to good leadership. This element of the Leadership Development Plan differs from
Using Group Decision Making, as in this case the decision making remains the responsibility of the
leader.
While the long-term prosperity of his constituents is central to Rashids vision, his short-term
decisions sometimes went against their immediate aspirations. The forced resettlement of the
residents of poor neighborhoods to distant desert developments (Krane, 2009, p. 96), stands as a
prime example of this behavior. Instead of forcing followers to make unreasonable sacrifices for what
Sheikh Rashid sees as the greater good, he should incorporate their more immediate aspirations into
his vision whenever possible.
Conclusion
Sheikh Rashid was a strong leader whose reign resulted in the real and permanent development of
Dubai into a modern city. As such, he can be judged to have successfully lead actual social change
measured by intent and by the satisfaction of human needs and expectations (MacGregor Burns,

1978, p. 3). An examination of his leadership shows particular strengths in the Mentor, Coordinator
and Innovator roles. Areas with room for improvement include Monitor, Facilitator and Director.
Improving in these areas through the plan laid out in this paper would make Sheikh Rashid a more
balanced leader.
WC: 3229 (references included)
References
Ali, Syed. (2010). Dubai: Gilded cage. London, UK: Yale University Press.
Azizi, Banafsheh (2008). Economic development in arab gulf states. Retrieved from Georgia Tech
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Gluckman, Ron. (n.d.). Hong kong of the desert? Retrieved
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s/06WP2006MH1.pdf
Krane, Jim. (2009). City of gold. New York, NY: St. Martins Press.
MacGregor Burns, James. (1978) Leadership. USA: Harper & Row.
Nasr, Vali. (2009) Forces of fortune: The rise of the new muslim middle class and what it will mean
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