Across the GCC, leadership has emerged as the most valuable determinant of performance — more than capital, regulation, or technology. In a region investing heavily in transformation under national visions such as UAE Vision 2031 and Saudi Vision 2030, the ability to attract, align, and sustain top talent through purposeful leadership is becoming a defining competitive advantage.

Explain purposeful leadership affects employee retention.

Retention is not a perk problem — it’s a purpose problem. Across sovereign enterprises and high-growth family firms, people stay where they feel part of something bigger than a paycheck. Purpose gives work meaning, and meaning anchors loyalty.

“Purposeful leadership strengthens pipelines and improves retention.”

A purposeful leader connects vision to daily work. In the GCC, where national ambitions already create a shared sense of direction, leaders who align corporate missions to these broader agendas attract and keep exceptional talent. When employees see their contribution tied to national progress and innovation, loyalty deepens. The result: less attrition, more advocacy, and organisations that become magnets for talent—not training grounds for competitors.

The role of leadership in building organisational resilience.

Resilience is the ability to absorb shocks without losing shape. In an era of pandemics, oil-price swings, and technological disruption, leadership determines whether a company bends or breaks.

Resilient organizations are led by those who are adaptive, transparent, and calm under pressure. They invest in capability before crises hit and invite diverse viewpoints because resilience depends on options, not obedience.

During the pandemic, Gulf champions did more than survive — they reinvented. Emirates Group reported record profits of Dhs22.7bn ($6.2bn) in FY 2024/25, up 18 per cent year-on-year even after corporate tax, with revenues of Dhs145.4bn and cash reserves of Dhs53.4bn. ADNOC Gas achieved its highest-ever quarterly net income in Q2 2025 — $1.385bn, up 16 per cent despite lower prices. Saudi Aramco maintained profitability, posting $24.5bn in Q2 2025 through disciplined capital allocation.

These examples show resilience is deliberate — a result of leadership choices that turn adversity into advantage.

How leadership gaps affect strategy execution

Even the best strategy collapses at the point of leadership weakness. Execution depends on alignment, not just planning.

Leadership gaps appear in three areas: clarity, capability, and cohesion. When clarity falters, priorities conflict; when capability lags, decisions stall; when cohesion breaks, silos multiply. In many GCC organisations, fragmentation — not strategy — is the obstacle. Once alignment was restored through coaching, facilitation, and disciplined decision cadences, execution accelerated without rewriting the plan.

Leadership as a core business asset

Leadership activates every other asset: capital, technology, and brand. Investors already price it in. Private-equity firms assess leadership quality before acquisition; sovereign funds evaluate CEO bench strength before deploying capital.

Leadership is renewable intellectual and emotional capital that compounds returns. The companies that manage leadership with the same rigor as ESG or cyber risk will define the next decade of outperformance.

Best practices for leaders

Effective leadership in the GCC starts with communicating for context, not control—shaping understanding so people can act with judgment. It continues with a coaching stance, especially in young, ambitious workforces where ownership matters more than directives. The best leaders model strategic calm: in fast-moving markets, composure is the new charisma. Decisions stay anchored in values, because technology accelerates choices but ethics compound them.

Finally, leadership becomes scalable when it’s institutionalised through repeatable rituals—decision cadences, reflection forums, and feedback loops that make good leadership a system, not a personality.

Companies in the GCC exemplifying leadership

Several regional organisations show what disciplined leadership looks like in practice. ADNOC combines governance excellence with Emirati leadership development. Emirates Group demonstrates agility and customer-centric innovation. Mubadala balances financial return with national capability, while Saudi Aramco pairs technical mastery with credible global storytelling. In the private sector, Emaar and Majid Al Futtaim reveal how founders can institutionalise culture so it outlasts individuals. Their shared hallmark: leadership continuity and deliberate talent cultivation—the invisible infrastructure of sustained performance.

Lessons the world can learn from GCC leadership.

GCC nations have mastered vision-led transformation — thinking in decades, not quarters. Vision 2030 and 2040 frameworks show that ambition can coexist with disciplined delivery. The region also exemplifies unity of purpose: where others debate direction, Gulf leadership moves with coherence.

Another lesson is resilience through diversification — transforming from oil dependence to technology, tourism, and sustainability. Diversification here is not just policy; it’s mindset—the ability to re-imagine identity without losing heritage. The GCC also demonstrates intergenerational balance, pairing heritage wisdom with next-generation innovation — a leadership model many mature economies now study.

What are the pros and cons linked to family businesses?

Family enterprises remain the heartbeat of Gulf economies, contributing a significant share of non-oil GDP. Their strengths lie in long-term vision, deep trust, and agility. When purpose and family values align, they outperform bureaucracy. Yet challenges persist: blurred boundaries, succession disputes, and resistance to professionalisation. The most successful houses — Al-Futtaim, Al-Ghurair, Kanoo — treat governance as stewardship. Independent boards, clear succession plans, and merit-based leadership protect both legacy and enterprise value. Family governance done well turns inheritance into impact.

---

Ten tips on handling leadership challenges

Leadership isn’t a title; it’s a responsibility to create clarity, momentum, and results. In the Gulf — where transformation cycles can move faster than budget years — the leaders who endure are those who stay composed under pressure, read context quickly, and act with discipline. Here are ten principles I share with boards and CEOs across the region when the stakes are high.

1. Lead with purpose, performance and prosperity.

Anchor every decision in meaning. When challenges hit, ask: What is the purpose here? Align on these 3Ps so the organization grows without losing its soul.

2. Understand the ecosystem before you lead it.

Map the terrain before you make a move — formal structures, informal power, cultural norms. Great leaders don’t just lead teams; they lead systems.

3. Align behaviours with values.

Culture is shaped by what leaders tolerate, not what they declare. When values and behaviors diverge, trust erodes. Make values visible through action.

4. Build your leadership brand on transparency and trust.

People follow what they can predict. Share context, invite feedback, and be seen doing what you said you would do. Consistency is credibility.

5. Use data and behavioural insight together.

KPIs reveal the “what”; observation and coaching reveal the “why.” Combine both to understand how performance and culture interact.

6. Cultivate emotional intelligence and situational fluency.

Read the room before you speak. Adapt tone, timing, and message to the moment. In complex ecosystems, emotional range is strategic agility.

7. Frame — don’t just inform.

Information overload kills clarity. Frame the issue: Why it matters, what’s at stake, what’s next. Great framing converts data into direction.

8. Lead in the invisible spaces.

Real influence often hides in corridor conversations and unspoken alliances. Listen between the lines; surface what others avoid naming.

9. Enable others.

Coaching, mentoring, and succession aren’t add-ons—they’re risk management. Build depth so leadership continuity becomes the organisation’s safety net.

10. Measure impact and embed change.

Leadership effectiveness is a practice, not an event. Define metrics, revisit progress, and reinforce behavious until they become default.

Bottom line: Handling leadership challenges requires composure and repeatable discipline — maintain situational awareness, make the next right decision, communicate it clearly, and reinforce the behaviors that compound over time — decisively, visibly, and with purpose.

The writer is the founder of Ribott Partners, a board and leadership advisor, and coach.

Read: Leadership lessons: What’s good about great?

The Ministry of Tourism has significantly raised fines for operating hospitality facilities without a valid license.

Under the updated regulations that took effect Wednesday, October 22, the penalty for operating without a valid license has been increased to SAR250,000 in major cities and key tourism destinations, up from SAR50,000 previously. The move underscores the ministry’s commitment to ensuring regulatory compliance and protecting the kingdom’s tourism reputation.

Read-Labour law overhaul: Saudi introduces penalties for violators in new sectors

The new fines apply to first-tier cities such as Makkah, Madinah, Riyadh, Jeddah, and Alkhobar, as well as to major giga-project destinations including NEOM, The Red Sea, Diriyah, Amaala, and Qiddiya. Facilities operating illegally in these areas will also face permanent closure until violations are rectified, a Saudi Gazette report said.

In second-tier cities, including Taif, Dammam, Abha, Jazan, Tabuk, Hail, Buraidah, Khamis Mushait, Jubail, Najran, Yanbu, Hafar Al-Batin, Al-Baha, Al-Hofuf, and Sakaka, the fine has been increased to SAR150,000, also up from SAR50,000.

Stricter penalties and new communication rules

Beyond licensing violations, the ministry has also revised several other penalties to strengthen oversight across the tourism industry.

Allowing another party to use a tourism license now incurs fines of SAR60,000 for first-tier facilities and SAR55,000 for second-tier establishments, both up from SAR50,000. Penalties for obstructing tourism inspectors have doubled to SAR10,000 and SAR7,000, respectively.

In a move designed to improve visitor experience, a new rule mandates bilingual communication (Arabic and English) in all tourist-facing interactions conducted via phone or email. Facilities are given a seven-day window to correct violations before being fined: SAR6,000 for five-star and luxury hotels, SAR5,000 for four-star hotels, and SAR2,000 for lower-rated serviced apartments.

Violations carrying penalties below SAR10,000 may now be issued immediately by authorised inspectors, expediting the enforcement process.

Graduated penalties and major offenses

The revised framework introduces a graduated penalty structure, ensuring that enforcement actions are proportional to the nature and severity of each offense.

Major violations include operating without a valid license, continuing operations after suspension or license expiry, actions compromising public safety or the kingdom’s tourism reputation, and obstructing official inspections.

Under the new system, penalties are determined based on facility size, location, and type of violation. Minor infractions will first receive a warning and grace period to correct issues before financial penalties are imposed.

However, repeated offenses within a year could lead to doubled fines, temporary suspensions, or even license cancellation.

Tourism ministry introduces tiered zoning framework

As part of the regulatory overhaul, the ministry has formally divided the Kingdom into three tourism zones:

• Tier 1: Makkah, Madinah, Riyadh, Jeddah, Alkhobar, and giga-project destinations such as NEOM, The Red Sea, Diriyah, Amaala, and Qiddiya.
• Tier 2: Taif, Dammam, Abha, Jazan, Tabuk, Hail, Buraidah, Khamis Mushait, Jubail, Najran, Yanbu, Hafar Al-Batin, Al-Baha, Al-Hofuf, and Sakaka.
• Tier 3: All other cities and governorates.

This zoning approach allows for differentiated enforcement and reflects the varying scales and strategic importance of each destination. The ministry emphasised that the new framework aims to enhance service quality, boost compliance, and safeguard Saudi Arabia’s image as a global tourism hub.

New classification for major violations

In a related update, the Ministry of Tourism also introduced a special classification system to clearly define major violations while offering flexibility to businesses for minor ones.

According to the ministry, the amendments to the Tables of Violations and Penalties and Enforcement Rules are designed to strengthen compliance, ensure fair enforcement, and align with the Tourism Law’s broader objectives.

Under the revised guidelines, penalties are determined through precise criteria that account for the size and location of tourism establishments, a move intended to support SMEs and encourage fair application of rules.

The ministry noted that the new classification system ensures strict handling of violations that could significantly impact the industry, while still allowing a grace period for businesses to rectify non-major offenses before facing financial penalties.

These updates are part of Saudi Arabia’s broader effort to strengthen its tourism infrastructure, ensure safety and service excellence, and align regulatory frameworks with international best practices as the Kingdom accelerates progress toward its Vision 2030 tourism goals.

Shares of Capricorn Energy CNE.L jumped nearly 16 per cent on Friday after the oil and gas producer received $50m from Egypt’s state-owned petroleum corporation under a concession agreement.

In May, Capricorn and Egyptian General Petroleum Corporation (EGPC) agreed to merge eight concessions in Egypt into a single deal under a joint venture with Cheiron Oil and Gas, boosting investments and production in the company’s core region.

Capricorn’s accelerating cash collections from Egypt come as international oil firms operating in the country face lengthy delays in payments, with improved flows signalling the government’s efforts to clear arrears to energy companies.

The Scotland-based company said it expects to receive further material payments against arrears before the year-end.

Capricorn said it expects to deliver annual production above the mid-point of its 17,000-21,000 barrels of oil equivalent per day guidance.

Mantra Properties’ latest ultra-luxury project, Jacob & Co Residences, developed in partnership with the world-renowned watch and jewellery brand Jacob & Co, has achieved a record-breaking milestone — generating over Dhs300m in sales within just 12 hours of launch. The achievement marks a historic first for Al Marjan Island, establishing it as the fastest-selling project ever launched on the island.

Valued at Dhs400m, the branded residence witnessed exceptional demand from investors and high-net-worth individuals, reflecting the UAE’s continued leadership in the branded real estate sector. More than 80 per cent of buyers were expatriate residents and international investors, reinforcing Ras Al Khaimah’s growing global appeal as a destination for luxury property investment.

Arch. Abdulla Al Abdouli, group CEO of Marjan, said, “I would like to congratulate the teams at Mantra Properties and Jacob & Co for such a successful launch of the Jacob & Co Residences on Al Marjan Island. A project of this stature truly reflects our vision to bring the best of global luxury brands into Ras Al Khaimah’s thriving lifestyle landscape. This project will not only elevate the island’s appeal but also redefine what modern luxury living means in this region and we wish all stakeholders continued success in Al Marjan Island and beyond.”

Ankit Gupta, managing director of Mantra Properties, added, “This milestone represents the culmination of Mantra’s two-decade legacy of design excellence and innovation. Jacob & Co Residences is not merely a development, it’s a statement of craftsmanship, ambition, and vision. The unprecedented response we’ve received reinforces the demand for curated luxury experiences that combine artistry, architecture, and aspiration. We’re proud to deliver a project that redefines luxury living in Ras Al Khaimah.”

Set against Al Marjan Island’s scenic waterfront, Jacob & Co Residences will feature 223 limited-edition homes, including studio, one-bedroom, and two-bedroom apartments, with prices starting from AED 1.01 million. Scheduled for handover in Q4 2027, the development will deliver an ultra-exclusive living experience defined by wellness, design, and craftsmanship.

The project’s signature amenities include the Wellness Club @ J&Co, a rooftop fitness and yoga hub; Pool Club @ J&Co with infinity pool and cabanas; Observatory @ J&Co for elevated leisure and dining; and family-friendly zones with dedicated pools and recreation areas.

Jacob Arabo, founder and chairman of Jacob & Co, said, “Just as each Jacob & Co timepiece tells a unique story of artistry and innovation, Jacob & Co Residences on Al Marjan Island will narrate a new chapter in luxury living. We have infused this project with the same dedication to perfection that defines our watches and jewelry. Each of these 223 residences are a masterpiece in its own right, where every resident will experience the Jacob & Co philosophy of turning beauty and craftsmanship into reality.”

The launch further strengthens Mantra Properties’ expansion strategy, with five new developments worth Dhs1.3bn planned over the next three years. For Jacob & Co, it marks another milestone in its growing portfolio of branded residences following its successful ventures in Dubai and Abu Dhabi.

The UAE Media Council has announced an extension of the eligibility period for social media content creators and advertisers to obtain ‘Advertiser Permits’ until January 31, 2026, reinforcing the country’s drive to strengthen and regulate the advertising sector.

The initiative, first introduced in July 2025, has already seen remarkable uptake. By September 2025, the council had issued more than 1,800 permits to individuals and companies from 75 countries, signaling a strong global interest in the UAE’s structured approach to advertising content creation, the entity’s media report said.

Read more-From Samsung to startups: Why UAE brands are going all-in on TikTok LIVE

The surge in permit applications is accelerating key objectives for the UAE’s advertising sector. These include supporting investment in content production, enhancing the competitiveness of the digital advertising landscape, attracting and empowering creative talent, and safeguarding the public from content that does not align with approved standards and societal values.

Mohammed Saeed Al Shehhi, Secretary-General of the UAE Media Council, emphasised the impact of the initiative: “The issuance of more than 1,800 ‘Advertiser’ permits from 75 countries demonstrates that our framework meets the aspirations of advertisers on social media, whether individuals or companies.”

Introducing the Advertiser Permit Guide 2025

In line with this effort, the council had launched the Advertiser Permit Guide 2025, a comprehensive framework designed to regulate advertising content on social media. The guide details procedures for citizens, residents, visitors, and companies to obtain the permit once they meet eligibility requirements. It also lists the authorised entities in each emirate responsible for issuing permits and highlights the diverse business activities eligible, including advertising services through websites and social media, e-commerce, and marketing management.

“The ‘Advertiser Permit Guide’ provides a clear and transparent framework for creatives and companies working in the advertising industry,” Al Shehhi said. “It encourages registration, ensuring that advertising production in the digital space adheres to the approved regulatory framework. This enables advertisers to benefit from the unique opportunities the UAE offers, both regionally and globally, with its skilled talent, resources, and investments.”

The guide specifies the types of permits available: citizens and residents receive annual permits renewable each year, while visiting advertisers are granted three-month permits, extendable up to six months. This structure is designed to attract direct investment in the UAE’s growing advertising sector and ensure compliance with regulatory standards.

The launch of the permit aligns with the UAE’s broader strategy to create a flexible regulatory environment that keeps pace with the rapid evolution of the media industry. By enhancing content quality and supporting investment, the initiative aims to draw skilled professionals and creative talents in content creation while safeguarding the rights of society and content creators alike

Cementing UAE’s position as a global hub

Al Shehhi highlighted the wider economic and creative impact of the initiative: “The UAE continues to build a vibrant, integrated media environment that empowers creatives, attracts talent, and draws investments, with sustainable positive impacts for all.”

By establishing a transparent, standardised framework for advertising content creation, the UAE Media Council is positioning the country as a leading global hub for digital advertising. The initiative not only strengthens the sector’s credibility but also ensures that advertising activity adheres to principles of transparency, professionalism, and cultural alignment, setting new benchmarks for excellence in the industry.

As the deadline for permit eligibility extends into early 2026, industry observers anticipate continued growth in applications and investment, signaling a robust future for the UAE’s digital advertising ecosystem.