Editorial
Volume 3 Issue 4
Ibrahim Ali Al-Baher*
March 20, 2024
Abstract
Modern-day organizations live in a state of total or partial eclipse in the components of administrative leadership. Sometimes they witness darkness in the communication axis, and at other times they experience a state of partial eclipse in the decision-making axis and other administrative leadership axes.
Perhaps this may be due to the ideology from which the administrative institution bases its leadership, which may tend toward the constant at the expense of the variable and toward the prevailing at the expense of the renewable, in addition to an intense wave of insistence on consensus, a lack of belief in difference and diversity, and acceptance of ambiguity. Such a matter makes institutions live in a state of uncertainty. The ability to comprehend the complex reality around her and thus her inability to understand the intellectual structures without which it is impossible to understand the manifestations of reality.
Thus, it remains relaxed and enjoys a false cognitive peace. Therefore, there is no protection against the roaring current of thought except by taking refuge in the cognitive ruptures.
Hence, this hypothesis starts from a basic principle, which is that the moon witnesses a phased state of absence, darkness, and eclipse in its aspects, and it may extend to all its aspects during a period of its life, and just as the matter applies to modern administrative institutions, a leader may decide an organizational decision regarding an administrative issue, and that decision may be correct, but conclusively, we find that there is a dark side in that decision, so the next leader comes to remove that darkness, which may surround an aspect of communication or decision-making. Or attention to employees or incentives and rewards.
However, a rivalry may arise whose origin is undesirable organizational jealousy between the leaders who assume the leadership of the institution, based on the fact that each leader tries hard to prove his capabilities and the effectiveness of his capabilities, burning everything green and dry in order to obtain the loyalty of his employees, forgetting or ignoring the interest of the public institution under which he works and breathes in its achievements. Which may fade and the flame of its fire may be extinguished at the nearest crossroads.
The full moon hypothesis in leadership confirms that leadership based on the influence that enchants and attracts employees to work willingly with the leader and his ideas, constitutes the basis that guarantees the success and effectiveness of the administrative institution and its efficiency by keeping the leadership axes subject to criticism and doubt and a constant feeling of inadequacy and weakness, thus making the institution’s employees, especially those who are At the middle management level, they live in a state of brainstorming and constant thinking about solving emerging problems that the human will cannot restrain.
But good management, management, and work within the state of group dynamics may help in achieving the desired goals within a leadership characterized by the perfection of its axes, the quality of its performance, and the implementation of its tasks and duties to the fullest extent.
I go back to saying that the full moon hypothesis in leadership is suitable to be extended to the rest of the things through which we live, so that this hypothesis does not remain limited only to administrative institutions, but rather extends to include the individual, the family, and society as a whole, so as to ensure a state of creative interaction between its components.