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nior leaders to move into the mid-level positions, and for the mid-level leaders to move in to the reasonable senior leadership positions (say Vice President) without threatening the power of base of senior Arab Leaders. Although this approach does not cope with the Conger and Fulmer's (2003) 'leadership pipeline' process, which is initially focussed on the placement of the executive leaders, it is a good start.

The recommendations which are been discussed, there is need for the establishment of a performance based culture, this would be helpful to reward the individuals on the merit basis rather any other criteria e.g. time served, fealty, loyalty (and wasta). The author recognised that there is need to identify and fill the gaps in the selection and for the development of senior leaders is likely to restrict the U.A.E nationals. It is not easy for all this process the system should be more transparent and clear, so expatriate leaders at least should know where they can fit their self into the leadership development framework. The author this argument supported by the Conger and Fulmer (2003), who argue that a stronger leadership bench is created when individuals are openly told where they are stand on their performance and potential ladder and what they need to do advance. This is best source to guide the leaders what and where is missing to move an organisation forward. If you would not tell leader that what and where is missing he would not be able to cope himself.

The author recommends that subsequent focus on individual development should incorporate a variety of activities. Leadership development should be done on priority basis and the organizations should adopt modern and effective ways to do all this development. Hernez-Broome & Hughes (2004) argues that traditional class room type is not enough for the training of a leader or it would not be a initiative towards leadership development because development experience are likely to have the greatest impact when they can be linked to or embedded in person's ongoing work. This position is reflected in findings from the DDI leadership forecast 2008-2009, which rated 'Special Projects or assignments in the organisation' as the single most effective leadership development activity. This development can be through different basis and techniques like job rotation, secondment and 'action learning' allow individuals to step outside their silos and gain a broader understanding of what can make it be successful leader.

The author recommends the use of special projects and assignments within functions as first step rather than job rotation and secondment. This is because the strong culture has created tall and thick walled functional silos that discourage cross functional working and will make job rotation and secondments difficult to implement in the current environment. This would be more helpful rather than rotation to make people more productive and effective.

Corporate Leadership Council (2001) research found that the amount of decision making authority was directly linked to the effectiveness of any special assignment or project. Therefore, the author recommends that Emirates Group senior leaders actively support move away from a solely events-based approach to an integrated, systemic approach, which also allows for greater individual autonomy in decision making. One of the ways this can be achieved is to include a 'staff development本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。