Traditions Versus Modernity: Leadership Adaptation and Cultural Dynamics in Qatar’s Multicultural Organisations

Abstract

This study investigated how traditional values and modern organisational demands intersected in Qatar's multicultural business environment, examining cultural dimensions and adaptation behaviours among leaders. Using purposive quota sampling, data were collected from 120 leaders (60 Qatari, 60 expatriate) across industries through a structured questionnaire. Statistical analyses included independent samples t-tests, Mann-Whitney U tests, paired samples t-tests, multiple regression, MANOVA and cluster analysis. Results revealed that Qatari leaders exhibited significantly higher power distance orientation than expatriate leaders (U = 1247.5, p = .004), though other cultural dimensions showed convergence. Expatriate leaders demonstrated higher adaptation when managing Qatari subordinates (t = 5.123, p < .001), while Qatari leaders showed limited cross-cultural adjustment. Team composition significantly influenced leadership behaviour, with heterogeneous teams promoting greater cultural flexibility. Experience, education level, and local tenure predicted adaptation capacity, while formal training showed minimal impact. The cluster analysis showed three distinct leadership profiles: Traditional (predominantly Qatari), balanced, and modern (predominantly expatriate). The findings highlighted asymmetrical adaptation patterns and suggested targeted leadership development strategies for Qatar's evolving organisational landscape.