Abstract

This study explores sustainable leadership in Abu Dhabi financial organisations to uncover challenges related to the Emiratisation of their workforce. Using grounded theory we investigate the relationships between Emirati employee turnover, psychological empowerment, and sustainable leadership. The data collected through interviews reveal that the observed high turnover of Emirati employees is due to inadequate engagement and empowerment: i) organisations have a reputation of being non-continuous learning platforms among Emiratis; ii) career growth and satisfaction are major reasons for the high Emirati turnover; iii) their inadequate engagement is a result of organisational and cultural gaps; and iv) leaders lack commitment to the Emiratisation agenda. This study recommends creating a sustainable approach to Emiratisation, reviewing pay and benefits for employees, evaluating leaders based on their ownership of the nationalisation agenda, and how they are fully integrating Emiratis into their organisations.

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