THE IMPACT OF THE ARAB JERUSALEMITE MANAGER AS A LEADER ON EMPLOYEE RELATIONS TEAMWORK, AND EMPLOYEE ENGAGEMENT IN PUBLIC INSTITUTIONS IN EAST JERUSALEM
Abstract
This study aimed to analyze the scholarly literature concerning the impact of Arab Jerusalemite managers as leaders on employee relations, teamwork, and employee engagement in public institutions in East Jerusalem. This was achieved through a review and analysis of Arabic and foreign studies, and by conducting semi-structured interviews with a number of experts and managers in public institutions. The goal was to identify the most prominent leadership practices, interpret their impact on the Jerusalemite organizational environment, and uncover research gaps not addressed in previous studies. The study adopted a descriptive-analytical approach, relying on the analysis of previous studies as a primary data source, along with thematic analysis of the interviews, which contributed to a deeper understanding of the study topic. The results showed that Arab managers in Jerusalem play a pivotal role in building positive organizational relationships based on trust and mutual respect, fostering teamwork, and increasing employee participation in decision-making. This, in turn, positively impacts institutional performance and the stability of public institutions. The findings also indicated that adopting ethical, participatory, transformational, inclusive, and distributed leadership styles contributes to strengthening organizational commitment, job satisfaction, and employee cooperation, and enhances institutions' ability to meet challenges. The study revealed that most Arab studies have focused on educational institutions, while foreign studies have examined public sector institutions in environments different from the Palestinian context. This highlights a research gap concerning leadership in public institutions in East Jerusalem. It concludes that the unique political, administrative, and social environment in East Jerusalem makes effective leadership a key element in achieving institutional cohesion, which necessitates developing administrative leaders, promoting a culture of participation and empowerment, and conducting further studies that address leadership in Palestinian public institutions in a way that contributes to developing institutional performance and supporting its sustainability.
JEL: D23; H83; M12; M14; M54
Keywords
Full Text:
PDFReferences
Ghaith, T. K. (2023). Participative Leadership and its Relationship to Organizational Commitment from the Perspective of Teachers in Jerusalem. Journal of the Islamic University for Educational and Psychological Studies, 31(4), 403–421. Retrieved from https://journals.iugaza.edu.ps/index.php/IUGJEPS/article/view/12590?utm
Ghaith, T. K. (2023). Ethical leadership and its relationship to organizational climate from the perspective of teachers in Jerusalem. Journal of the Islamic University for Educational and Psychological Studies. https://journals.iugaza.edu.ps/index.php/IUGJEPS/article/view/12806?utm
Shuqairat, T. K., & Al-Jundi, N. J. (2023). Educational Leadership Styles and Their Relationship to the Reality of Job Engagement in Secondary Schools in East Jerusalem from the Perspective of Their Teachers. Al-Balqa Journal for Research and Studies, 25 (Special Issue), 117–132. https://search.mandumah.com/Record/1354368
Mustafa, I. R. (2023). The Extent to Which School Administration Employs Governance Principles in Public Schools in the Jerusalem Directorate from the Teachers' Perspective. Journal of Basic Education Research, 19(4), 411-431. https://doi.org/10.33899/berj.2023.181866
Atieh, D. A. Y. (2023). Ethical leadership among public secondary school principals in Jerusalem and its relationship to improving the efficiency of the teaching staff from the perspective of principals and teachers. University Digital Repository. Retrieved from https://repository.najah.edu/items/38569318-43a7-481c-88fd-94e1b58a47f4?utm
Massarwa, S. (2025). How Do Public Sector Workers in the Arab Sector in Israel Perceive the Role of Their Managers as Leaders, Coaches, and Climate Setters in Shaping the Future of Their Organizations? European Journal of Economic and Financial Research 9(5). http://dx.doi.org/10.46827/ejefr.v9i5.2085
Brenner, N., Miodownik, D., & Shenhav, S. R. (2024). Leadership repertoire and political engagement in a divided city: The case of East Jerusalem. Urban Studies, 61(18). https://doi.org/10.1177/00420980231175262
Khan, N.U., Zhongyi, P., Han, H., & Ariza-Montes, A. (2023). Linking public leadership and public project success: The mediating role of team building. Humanities and Social Sciences Communications, 10, Article 286. https://doi.org/10.1057/s41599-023-01835-0
Jakobsen, M. L., Kjeldsen, A. M., & Pallesen, T. (2022). Distributed leadership and performance-related employee outcomes in public sector organizations. Public Administration, 100(2), 274–291. https://doi.org/10.1111/padm.12801
Jacobsen, C. B., Hansen, A.-K. L., & Pedersen, L. D. (2023). Not too narrow, not too broad: Linking span of control, leadership behavior, and employee job satisfaction in public organizations. Public Administration Review, 83(2), 269–283. https://doi.org/10.1111/puar.13566
Ashikali, T. (2023). Unraveling determinants of inclusive leadership in public organizations. The American Review of Public Administration, 52(4), 381–396. https://doi.org/10.1177/00910260231180286
Kim, B. J. (2023). Participation, engagement, and organizational citizenship behavior among public employees. The American Review of Public Administration, 53(2), 120–136. https://doi.org/10.1177/00910260221145134
DOI: http://dx.doi.org/10.46827/ejmms.v11i2.2268
Refbacks
- There are currently no refbacks.
Copyright (c) 2026 Rana Assam Shweiki
This work is licensed under a Creative Commons Attribution 4.0 International License.
The research works published in this journal are free to be accessed. They can be shared (copied and redistributed in any medium or format) and\or adapted (remixed, transformed, and built upon the material for any purpose, commercially and\or not commercially) under the following terms: attribution (appropriate credit must be given indicating original authors, research work name and publication name mentioning if changes were made) and without adding additional restrictions (without restricting others from doing anything the actual license permits). Authors retain the full copyright of their published research works and cannot revoke these freedoms as long as the license terms are followed.
Copyright © 2017-2026. European Journal of Management and Marketing Studies (ISSN 2501 - 9988) is a registered trademark of Open Access Publishing Group. All rights reserved.
This journal is a serial publication uniquely identified by an International Standard Serial Number (ISSN) serial number certificate issued by Romanian National Library. All the research works are uniquely identified by a CrossRef DOI digital object identifier supplied by indexing and repository platforms. All the research works published on this journal are meeting the Open Access Publishing requirements and standards formulated by Budapest Open Access Initiative (2002), the Bethesda Statement on Open Access Publishing (2003) and Berlin Declaration on Open Access to Knowledge in the Sciences and Humanities (2003) and can be freely accessed, shared, modified, distributed and used in educational, commercial and non-commercial purposes under a Creative Commons Attribution 4.0 International License. Copyrights of the published research works are retained by authors.
