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Top1. Introduction
In principle, competencies of employees are examined as the standard predictors for the performance of business performance (Dirani et al., 2020; Elbaz, Haddoud, & Shehawy, 2018; van Esch, Wei, & Chiang, 2018), generally because of their matchless nature (Korzynski et al., 2020). Henceforth, a plenty of research has explored the function of different competencies of workers, involving mechanical, promoting and comprehensive skills, in enhancing the performance of employees (Ng, Kee, & Ramayah, 2019). For instance, factors, for example, organization, cross-culture, between firm association, collusion, and intercultural correspondence abilities (Guterresa, Armanu, & Rofiaty, 2020); computers and language aptitudes, sentiments and morals, group working and administration, information and abilities (Agnihotri, Sareen, & Sivakumar, 2018) are completely demonstrated to be significant drivers of the performance of employees. Associations could be not able to accomplish their objectives unaccompanied by employees’ component presence, particularly within the present work environment (Cleveland & Cleveland, 2020).
In any case, notwithstanding the wide proof of the function of such capabilities in predicting the performance of employees, the value of the present observational writing for practitioners and organizations stays restricted. Actually, where it has been demonstrated that employees performance regularly comes from a gestalt of a few interactions and commonly strengthening variables (da Silva, Jerónimo & Vieira, 2019), the surviving writing is quiet with regards to distinguishing the combinations of competencies liable to predict performance. Up to this point, most past works have zeroed in on the single impact of every competency and ignored the consolidated impact of these components. This is a significant impediment, as revealing such blends would be urgent in helping companies in utilizing the strategies that are most relevant. In this regard, companies by and large convey their assets and capabilities in packs all together utilize their capacities (Alberton et al., 2020). Subsequently, restricted handy direction can be provided to strategy creators and managers of companies trying to create performance outcomes (Sayed & Edgar, 2019).
In the United Arab Emirates (UAE), the trend of promoting young people to positions of leadership has been common. Many large corporations operating in the country have been keen on having youths below 35 years to take managerial positions to help drive change. The government has not been left behind in this effort to empower the youth by granting them opportunity to be in leadership positions. The Ruler of Dubai, His Highness Sheikh Mohammed bin Rashid, has been promoting competent youths to positions of leadership in public institutions (Calk & Patrick, 2017). Currently, the Ministry of State for Youth Affairs is headed by Shamma bint Suhail, a young lady who not only represents women but also youth in the country (Eisend, Kuss, & Eisend, 2019). Her appointment to such a powerful position was an indication that the government trusts young people to lead and develop governmental entities and the country in general. Part of Dubai’s vision 2021 is to ensure that youths play a leading role in defining and implementing policies meant to promote sustainable socio-economic and political growth of the country. Therefore, this research study undertook to investigate the leaders’ competencies of youth leaders in the UAE.
The research proceeds as follows: the next section summarizes the theoretical foundations of Youth Leaders' Competencies in the UAE Governmental Organizations. Following this, research methodology is explained and the findings are presented. The paper then discusses the study limitations, future research opportunities and implications for academics and business practitioners.