Insight
5 Mins With Abhishek Singh: Navigating Business Culture in the UAE
This is the third and final instalment of our “5 Minutes With” series featuring Abhishek Singh, Founder and Chief Executive Officer of Dubai-based executive search firm Peergrowth. In this discussion, we explore leadership approaches and cultural considerations, offering practical guidance for UK leaders managing teams across the Middle East’s rapidly expanding Life Sciences and Healthcare sector.
Doug: What are some of the most common cultural misunderstandings British managers encounter when leading a team in the UAE for the first time?
Abhishek: One of the most frequent misunderstandings is underestimating the importance of personal relationships within a professional environment. British management styles are often highly task-focused and direct, with a clear distinction between professional and personal boundaries. In the Middle East, whilst professional competence is highly valued, leadership effectiveness is built upon trust, mutual respect and genuine relationship-building. Managers who are perceived as distant or overly transactional often struggle to inspire long-term loyalty, regardless of their technical expertise.
Communication style can also present challenges. British communication frequently relies on subtlety and understatement, which may create ambiguity within multicultural teams such as those commonly found in the UAE. Team members from different backgrounds may interpret politeness as uncertainty or lack of conviction. Leaders therefore need to communicate expectations and feedback clearly and directly, while remaining respectful and culturally sensitive. Achieving this balance requires strong cultural awareness and adaptability.
Doug: How do teams across the Middle East typically view hierarchy, leadership and decision-making?
Abhishek: Hierarchy is respected, but authority is earned through capability, integrity and a demonstrable commitment to team wellbeing. Holding a senior title alone does not automatically command influence. Leaders are expected to be decisive and provide clear direction, while also remaining approachable and receptive to feedback from their teams.
Authoritarian leadership styles rarely deliver sustainable results. The most effective leaders often adopt a consultative approach, taking time to understand team perspectives before reaching a final decision. Transparency plays a crucial role in this process. When decisions affect the wider team, leaders are expected to explain the reasoning behind them. Decisions communicated without context can quickly undermine trust. In a region where professional relationships are deeply valued, a leader’s credibility and consistency remain their most valuable assets.
Doug: How do teams in the region typically respond to feedback, performance management and different motivational approaches?
Abhishek: Public criticism is widely considered inappropriate. Constructive feedback, particularly when addressing performance issues, should be delivered privately and focused on actions or behaviours rather than personal characteristics. The objective should always be development and improvement rather than assigning fault. Leaders who unintentionally embarrass team members may find it difficult to rebuild trust.
Conversely, genuine and specific recognition is highly effective. Whilst praise may be offered more routinely in some Western cultures, in the Middle East it often carries greater significance when delivered thoughtfully. Acknowledging contributions, both privately and, where appropriate, publicly, can be highly motivating. It is also important to recognise that motivation is not solely driven by financial reward. Professional development opportunities, visible recognition and a sense of belonging to a respected and successful organisation frequently carry equal, if not greater, importance.
Doug: How much structure and process clarity do teams typically expect from their manager, compared with autonomy?
Abhishek: Teams generally expect a high level of clarity regarding objectives, responsibilities and performance expectations. Leaders are expected to establish the framework by defining goals, outlining deliverables and setting clear performance measures. A vague or overly hands-off leadership approach is often interpreted not as empowerment but as insufficient direction, which can create uncertainty within teams.
Once that structure is established, however, employees expect considerable autonomy in how they achieve their objectives. Micromanagement is widely discouraged and can be interpreted as a lack of trust. Effective leaders provide clear direction and supportive oversight while allowing individuals the flexibility to execute their responsibilities independently. Striking this balance between defined structure and delegated autonomy is essential for sustaining high performance.
Doug: Finally, what is your most important piece of advice for UK-based leaders managing their first team in the Middle East, particularly if they are doing so remotely?
Abhishek: Invest significantly in communication and relationship-building. Remote leadership removes many of the informal interactions that naturally strengthen working relationships. Leaders therefore need to be deliberate in maintaining regular and meaningful engagement. Scheduling consistent one-to-one video meetings with team members is essential, and these conversations should extend beyond operational updates. Demonstrating genuine interest in employees’ wellbeing, career development and personal circumstances strengthens trust and engagement.
Consistency is equally important. Being punctual, following through on commitments and maintaining clear, reliable communication builds credibility, particularly in remote environments. Inconsistent engagement or limited communication can easily be interpreted as a lack of interest or support. When leaders demonstrate reliability and a genuine commitment to their team’s success, they can build strong, effective teams regardless of geographic distance.
Interested in reading the other articles within the series?
