Author
Listed:
- Mustafa M. Bodrick
(Saudi Commission for Health Specialties, Saudi Arabia; MAHSA University, Malaysia; Johns Hopkins University, Baltimore, USA)
- Ehab T. Alkindi
(Red Sea Global, Saudi Arabia)
- Mohammed I. Alassaf
(Saudi Commission for Health Specialties, Saudi Arabia)
- Mohammed Y. Alrasi
(Saudi Commission for Health Specialties, Saudi Arabia)
- Lobna Aljuffali
(Saudi Commission for Health Specialties, Saudi Arabia)
- Abdullah A. Alhawas
(Saudi Commission for Health Specialties, Saudi Arabia)
- Hani M. Alqarni
(Saudi Commission for Health Specialties, Saudi Arabia)
- Fahad A. Alrowaitea
(Saudi Commission for Health Specialties, Saudi Arabia)
- Ahmed H. Alshamrani
(Saudi Commission for Health Specialties, Saudi Arabia)
- Syed M. Arifi
(Saudi Commission for Health Specialties, Saudi Arabia)
- Abdulrahman K. Albisher
(Saudi Commission for Health Specialties, Saudi Arabia)
- Ibrahim M. Alhabib
(Saudi Commission for Health Specialties, Saudi Arabia)
- Mohammed I. Alsuhaim
(Saudi Commission for Health Specialties, Saudi Arabia)
Abstract
Saudi Arabia continues to undergo significant change and transformation as it shifts from an oil-dependent economy to diversification. Through the Vision 2030 framework, the leadership is focused on investing in various sectors to ensure economic diversification. The review examines concepts related to the contextual dynamism of organizational leadership in Saudi Arabia and highlights a wide range of opportunities for leadership development across multiple sectors in the transformative ecosystem and programs of the Vision 2030. It also illustrates the significance of education and training programs in shaping a new generation of leaders equipped to navigate complex challenges. Furthermore, the importance of partnerships with global institutions in leadership development in Saudi Arabia is demonstrated. The need for company leaders to embrace diversity, harmony, and effective alignment strategies is emphasized to encourage leadership practices that foster timely project deliverables. The conceptual review indicates that leaders should remain agile to navigate challenges such as variations in cultural norms, talent shortages, and language barriers. The review illustrates that thought leadership as a precursor to effective organizational change should be embraced to drive futuristic thinking on inputs, creation processes, and outcomes. As a reflection on change, it is demonstrated that Saudi Arabia’s transformation is an indicator of the significance of economic diversification programs in the Vision 2030 plan. The analysis shows that opportunities in the country attract individuals with distinguished talent for employment in an environment that promotes innovation and creativity. The Saudi Arabian government also sustains local talent development to sustain a blend of local Saudi expertise who partner with international experts to contribute to Vision 2030. Culture training ensures that international experts respect the country’s norms while contributing to advancement of programs. As illustrated in the review, the transition process in Saudi Arabia has contributed to major developments in various sectors. Furthermore, the review shows that the country has improved its education system, agricultural sector, tourism industry, exports, and the manufacturing sector, among other industries, through the economic transformation journey. The review concludes by demonstrating that the targeted interventions by the Saudi government will likely lead to transmogrification, which is connected to globalization as countries focus on expanding economic activities beyond their borders.
Suggested Citation
Mustafa M. Bodrick & Ehab T. Alkindi & Mohammed I. Alassaf & Mohammed Y. Alrasi & Lobna Aljuffali & Abdullah A. Alhawas & Hani M. Alqarni & Fahad A. Alrowaitea & Ahmed H. Alshamrani & Syed M. Arifi & , 2025.
"The Contextual Dynamism of Organizational Leadership in Saudi Arabia: What is Next After Change, Transition, and Transformation - Is it Transmogrification?,"
Journal of Business and Management Studies, Al-Kindi Center for Research and Development, vol. 7(3), pages 355-363, May.
Handle:
RePEc:alk:jbms00:v:7:y:2025:i:3:id:10025
DOI: 10.32996/jbms.2025.7.3.19
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