Exploring Public Leaders’ Behaviours During Times of Change: A Case Study of Selected Public Organisations in KSA

Alenezi, Hamood Mohammed

Abstract

The purpose of this study was to explore leaders’ behaviour in a time of change in the under-researched context of Saudi Arabia. Specifically, it explored the role of leaders in initiating, sustaining and embedding change, their actual behaviours, the influence of environmental context on leader behaviour, and the impact of leader behaviours on outcomes. For this purpose, both interpretive and critical realist perspectives were adopted. Qualitative data were obtained from a purposive sample of six department leaders and 21 employees in two organisations involved in a technical change in the health insurance sector, using unstructured, narrative-style interviews.
The findings showed that across a range of behaviours: planning, organisation and control, motivation and managing relationships, leaders in many ways departed from their traditional role, reducing power distance and instituting a new department culture of teamwork and participation. Certain behaviours were found to be encouraged and others constrained by a range of artefactual (e.g. policies and regulations) ideal (beliefs and values) and social (cultural and structural) factors inside and outside the organisations. In turn, the behaviours employed had influences on employee behaviour (commitment or frustration, resistance or acceptance of the change), perceived change success, and the reputation of the leader, department and organisation. There were many similarities between the organisations in these respects, but also some differences, attributable to the different roles of each organisation in relation to the change.
The research contributes to addressing the paucity of extant research in non-western cultures that look in detail at leader behaviours in change, identifying both cultural differences and areas of cultural convergence. The study also contributes to change theory by demonstrating the impact of third order change on first and second orders of change.
The thesis concludes with practical implications, reflections on the research limitations and suggested areas for future research.

Citation

Alenezi, H. M. (2020). Exploring Public Leaders’ Behaviours During Times of Change: A Case Study of Selected Public Organisations in KSA. (Thesis). University of Hull. https://hull-repository.worktribe.com/output/4922270

• Thesis Type: Thesis
• Deposit Date: Nov 22, 2024
• Publicly Available Date: Aug 4, 2025
• Keywords: Management
• Public URL: https://hull-repository.worktribe.com/output/4922270
• Additional Information: Management; Business School; University of Hull
• Award Date: Apr 3, 2020