Abstract
This study develops a concept of integrated leadership-in-government as a global and multifaceted construct for the first time in the Dubai and wider Gulf context. Leadership-in-government combines eight public leadership roles articulated in recent literature, as performed by managers at all levels within the government hierarchy. The eight public leadership roles are: accountability, rule-following, political loyalty, network governance, task-oriented, relations-oriented, change-oriented and diversity-oriented leadership. Data is gathered via a survey of over 900 employees in Dubai government organisations. Findings from the empirical analysis suggest that a manager’s performance of integrated leadership-in-government has a significant effect on employee happiness, as measured through job satisfaction and self-perceived performance.
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