36. AI & INTELLECTUAL CONTRIBUTION

Artificial intelligence (AI) has changed the way we write, search, analyze, and work. Today, people use AI to improve language, summarize information, classify ideas, brainstorm alternatives, and even generate complete content. This raises an important question: When AI is used, who owns the work and, more importantly, who owns the idea? The answer depends not simply on whether AI was used, but on how it was used and where the intellectual contribution came from.

1) AI as a language tool: Suppose a researcher develops an idea, argument, model, or conclusion and uses AI to correct grammar, improve vocabulary, restructure sentences, rephrase them, or make the writing more professional. In this case, intellectual contribution remains primarily human. AI helps communicate the idea but does not originate it. 

2) AI as an organization, classification, and/or assistance tool: A person may already have several ideas but need assistance connecting, organizing, or classifying them. AI can arrange these ideas into categories, identify relationships, develop a logical sequence, or suggest a clearer structure. Here, AI is mainly handling existing ideas rather than creating them. The original intellectual content comes from the human, while AI supports its organization and presentation.

3) AI as an idea development tool: The distinction becomes less clear when AI suggests alternatives, identifies new relationships, proposes examples, or challenges an argument. This is better described as AI-assisted intellectual work. The human remains responsible for deciding what is relevant, correct, meaningful, and appropriate, while AI contributes to developing the original idea.

4) AI as an idea generation: At another level, a human may provide only a general topic and ask AI to generate the main idea, arguments, examples, framework, analysis, and conclusion. Here, AI is no longer simply handling existing ideas; it is substantially participating in their generation. It would therefore be difficult to describe the entire intellectual contribution as originating solely from humans.

We can view the previous paragraphs as a spectrum. As we move from 1 to 4, AI's intellectual contribution increases. Over time, AI is likely to become integrated into almost every job and field, just as we used our minds to perform calculations in the past and now use complex statistical software. Therefore, a more meaningful question is not: “Did you use AI?” because almost everyone will use it in their work to keep pace with rapid technological change. Simply, if we use AI as a tool and master it to express what is already in our minds, while knowing exactly what to take and what to leave, the intellectual contribution remains ours, as AI is still just a supporting tool — so far. Tomorrow may be different.

 

 

Article By Dr. Eng. Amr H. Abayazeed - August 22, 2026.

35. UNIVERSE HAS AN EQUATION

As an engineer, I always see life through an engineering lens. I have always believed that the universe works according to equations — but extraordinarily complex ones. As I discussed in one of my previous articles, relationships in the natural sciences can often be represented in a relatively structured form: A + B = C + D. Certain inputs, under defined conditions, lead to certain outputs. Social sciences also attempt to understand relationships between inputs and outputs. However, human systems — including attitudes, behaviors, organizations, societies, and more — are far more complex and involve multiple interconnected variables, feedback loops, uncertainties, and conditions that continuously influence one another. From my engineering perspective, I believe life follows the same principle. There may be an equation behind many outcomes, but it is an equation containing countless variables — some visible, some hidden, some controllable, and others completely beyond our control.

 

For example, when I was younger, I believed that success was a function of effort and discipline, i.e. Success = f (Effort, Discipline). Work hard, stay disciplined, and keep going, and success will inevitably follow. But with time and experience, I realized that the equation was incomplete. I have seen people work extraordinarily hard and remain deeply disciplined, yet never achieve the success they expected — and vice versa. Perhaps success still has a formula, but we are missing an important variable, “X,” i.e. Success = f (Effort, Discipline, X). For me, X is not the conventional X-factor associated with charisma or exceptional talent; rather, it represents the unknown variables of life. Some people may call X luck; others may call it opportunity, timing, surrounding environment, circumstances, connections, communication, and/or access to resources. In reality, X may not be one variable at all. It may represent hundreds of interacting variables that influence whether our effort is eventually translated into success. This does not reduce the importance of effort or discipline, as they are largely known and within our control; X often is not. So, I still strongly believe in effort and hard work. I still believe in discipline. But experience has taught me to respect the complexity of life: “The universe has an equation; we just do not know all its variables.”

 

Article By Dr. Eng. Amr H. Abayazeed - August 17, 2026.

34. INTERDISCIPLINARY MANAGEMENT

Management is not a fixed set of rules or formulas. It is a dynamic field that continuously evolves as the world changes. Many managers search for simple formulas or quick management tips. However, true management cannot be reduced to slogans, checklists, or generic fixed templates. While these may provide useful guidance, they cannot replace deep understanding and critical thinking. One of the most important principles in management is Contingency Theory, introduced by Burns and Stalker (1961), which states that "There is no one best way to organize or manage; every situation is unique." A decision that works well in one situation may not work in another, and a decision that works today may not work tomorrow because people, technology, and business environments differ across situations and continuously evolve over time. Successful leaders therefore avoid rigid rules and instead develop flexibility to select the most appropriate approach for each situation. They build broad knowledge from different management theories and disciplines and apply sound judgment when facing different managerial challenges.

Management, as a science, does not exist in isolation, it is an interdisciplinary field that integrates knowledge from many other disciplines. For example, Psychology helps to understand human behavior, motivation, personality, emotions, and perception. Sociology explains how people interact within groups and organizations, including culture, teamwork, leadership, and social structures. History provides valuable lessons from past successes and failures, as historical patterns often repeat themselves. Political Science contributes insights into power, authority, negotiation, governance, and conflicts of interest within organizations. Statistics and Mathematics offer quantitative methods for data analysis, performance measurement, forecasting, resource optimization, and data-driven decision-making. Biology inspired the idea that organizations are like living organisms that must continuously adapt to survive in changing environments. More recently, Complexity Science and Climate Science have helped explain how organizations operate in unpredictable environments. Together, these and other disciplines have significantly enriched modern management thought.

Today, organizations operate in an ecosystem characterized by rapid technological change, uncertainty, complexity, intense competition, and continuous disruption. To successfully manage all these challenges, leaders need to have broad knowledge across different disciplines, remain curious and open-minded, think critically, be adaptable, and continuously develop their knowledge and skills. This broad understanding helps leaders connect different variables, see the big picture, interpret complex situations, and make better decisions with wisdom.

 

Article By Dr. Eng. Amr H. Abayazeed - August 13, 2026.

33. EI & EMPATHY SPECTRUM

Emotional Intelligence (EI) is one of the most important qualities of effective leadership. While technical skills and experience help leaders achieve results, emotional intelligence enables them to inspire, influence, and build strong relationships. EI is the ability to recognize, understand, manage, and influence emotions — both our own and those of others. It consists of four main domains: Self-Awareness, Self-Management, Social Awareness, and Relationship Management. Within Social Awareness, empathy is a core competency and key building block that helps in understanding how other people think and feel. However, empathy is not simply a single skill; it can be understood through different levels of emotional understanding, connection, and caring.

The Spectrum of Empathy explains these levels through four stages: 1) Pity "I am sorry for you" recognizes that someone is suffering but keeps an emotional distance. For example, a colleague loses an important project, and you simply say, "That's unfortunate," before moving on. 2) Sympathy "I feel for you" shows care and concern but does not fully share the person's experience. For example, you tell your colleague, "I'm really sorry this happened. I hope things get better soon." 3) Empathy "I feel with you" seeks to understand another person's emotions from their perspective through active listening and emotional connection. For example, you sit down with your colleague, listen carefully, and say, "I understand why you're disappointed. Tell me what happened." The highest level is 4) Compassion "I am moved by you," where understanding leads to action. For example, after listening, you offer to help review the project, share your experience, or assist with preparing for the next opportunity. Compassion means not only caring about someone's situation but also taking meaningful action to help improve it. 

The Spectrum of Empathy shows that emotional intelligence is not only about understanding people's feelings but also about acting on that understanding. While pity notices suffering and sympathy shows concern, empathy creates real connection, and compassion turns that connection into positive action. Whether in leadership, business, or everyday life, people who move from feeling sorry to taking action build stronger relationships, earn trust, improve communication, and make a real difference in the lives of others.

 

Article By Dr. Eng. Amr H. Abayazeed - August 08, 2026.

32. MANAGEMENT EVOLUTION

Management is not a static concept but a dynamic process that evolves in response to technological (production tools), economic, social, and political factors. As these factors evolve across different industrial ages, management approaches must also adapt to effectively address the new challenges and opportunities associated with each industrial age. 

During Industry 1.0 (steam engine), Adam Smith, in his book "The Wealth of Nations," introduced the concept of the division of labor, demonstrating that specialization could significantly improve productivity and efficiency. With Industry 2.0 (electricity and mass production), organizations were increasingly viewed as machines designed for efficiency. This period marked the beginning of the Classical Management School. Frederick Taylor introduced Scientific Management through time and motion studies and job specialization, Henri Fayol established Administrative Management by introducing 14 management principles, and Max Weber developed Bureaucratic Management based on hierarchy, formal rules, and clear authority. Together, these pioneers transformed management into a systematic discipline focused on productivity, standardization, and efficiency.

However, history soon revealed that organizations are not only machines — they are also communities of people. Following the great depression of 1929 and the rise of communism, management shifted its focus to the human side of organizations, giving rise to the Behavioral Management School. The Hawthorne Studies demonstrated the importance of social relationships in the workplace, Abraham Maslow explained human motivation, and Douglas McGregor introduced Theory X and Theory Y.

The Modern Management School expanded management even further. Influenced by World War II, Industry 3.0 (automation and computers), Japan's success, and the fall of Berlin wall and the Soviet union, organizations began adopting Quantitative Analysis, which uses mathematical and statistical techniques to analyze data; Contingency Theory, which recognizes that there is no one-size-fits-all approach to management and that every situation is unique; Total Quality Management by Deming and Juran; Project Management; Supply Chain Management; and Knowledge Management. Other concepts also evolved, such as Management by Objectives by Peter Drucker; Strategy and Competitive Advantage by Michael Porter; Re-engineering by Michael Hammer and James Champy; and Learning Organization by Peter Senge. 

Today, with Industry 4.0 (internet), a new chapter in management is being written. Sustainability, Complexity Science, Adaptive Management, and, more recently, Artificial Intelligence are redefining how organizations compete and create value. Managers are expected not only to lead people and processes but also to navigate uncertainty, make data-driven decisions, and adapt to rapid change.

Article By Dr. Eng. Amr H. Abayazeed - August 06, 2026.

31. IMAGES OF ORGANIZATION

"Images of Organization" is one of the most influential books on organizational theory, written by Gareth Morgan. Rather than explaining organizations through a single perspective, Morgan introduces eight metaphors, each offering a different way to understand how organizations are managed and adapt.

1) "Organizations as Machines" describe organizations as machine in which different parts work together to achieve common goals. This perspective focuses on hierarchy, standardized procedures, and operational efficiency. i.e. Bureaucratic organizations. 2) "Organizations as Organisms" compare organizations to living beings that must adapt and evolve to survive in a changing environment. The focus is on flexibility, growth, and responsiveness to change. i.e. Adapting. 3) "Organizations as Brains" present organizations as intelligent systems capable of learning, processing information, solving problems, and making decisions. The main focus is on knowledge, learning, and continuous improvement. i.e. Knowledge and learning. 4) "Organizations as Cultures" view organizations as mini-societies shaped by shared values, beliefs, and ways of working. Success depends on a strong culture, teamwork, and a shared sense of identity. i.e. Organizations as mini-societies. 

5) "Organizations as Political Systems" explain organizations as places where individuals and groups pursue different interests, compete for resources, and use influence to achieve their goals. This perspective highlights conflict, negotiation, and power. i.e. Interest, conflict, negotiation, and power. 6) "Organizations as Psychic Prisons" illustrate how organizations can become trapped by old beliefs, habits, and fixed ways of thinking. Such mindsets restrict creativity, discourage change, and limit future progress. i.e. A trapped way of thinking. 7) "Organizations as Flux and Transformation" treat organizations as constantly changing and evolving systems. This perspective recognizes that continuous adaptation, innovation, and transformation are essential for long-term success. i.e. Constantly changing and evolving entities (by studying chaos, complexity theory, and weather patterns). 8) "Organizations as Instruments of Domination" consider organizations as mechanisms that can be used to control people and exploit employees or resources for the benefit of those in power. It highlights the negative consequences of excessive authority and control. i.e. Organizations exploit resources and employees for their own benefit (the ugly face of organizations). 

No single metaphor can fully explain an organization. Each one highlights different strengths, challenges, and behaviors, helping managers and leaders analyze organizations from multiple perspectives and choose more effective approaches to leadership, decision-making, and organizational improvement.

 

Article By Dr. Eng. Amr H. Abayazeed - August 02, 2026.

30. ELEVATOR PITCH

"A reluctant son of a powerful Mafia family is forced to lead the family business after his father is attacked, transforming from an honest war hero into one of the most dangerous crime bosses in America."

This is the plot of one of the most successful and highly respected movies of all time, "The Godfather." Now imagine that the screenwriter, Mario Puzo, has just finished the script and wants to convince Hollywood to produce the movie. Unexpectedly, he meets superstar Marlon Brando or a Hollywood producer in an elevator. He has only about 30 seconds to capture their attention before the doors open. Instead of explaining the entire story, he delivers a short, interesting summary that introduces the main character, the central conflict, and what makes the story unique, as shown in the movie plot above, leaving them curious to know more. If the pitch is successful, they might stop him before leaving the elevator and say, "I'm interested. Call me." This brief and persuasive presentation is called elevator pitch.

 

 

Elevator pitch is a short, clear, and persuasive summary of an idea, product, project, business, or story that can be delivered in about 30 seconds — the time of a typical elevator ride, that is why it is called elevator pitch. Its purpose is not to explain everything, but to quickly capture the listener's attention and make them interested enough to ask for more information or continue the conversation. In business, an elevator pitch is a presentation technique used to summarize a startup, a product, a proposal, or an idea in a short and engaging way to persuade an investor, your CEO, or another decision-maker to support it. This expression is widely associated with the movie industry. Although its exact origin is unclear, the concept later became widely used in business, entrepreneurship, and marketing.

Article By Dr. Eng. Amr H. Abayazeed - July 27, 2026.

29. STORYTELLING BETWEEN BUSINESS & MOVIES

Storytelling is the ability to communicate ideas, messages, or experiences through engaging narratives that connect with an audience on both an emotional and logical level. Instead of simply presenting facts or features, storytelling gives information meaning by placing it within a relatable story, making it easier to understand, remember, and act upon. In business, storytelling is used to communicate a company's vision, inspire employees, explain strategies, present proposals, and attract investors. In marketing, for example, storytelling helps brands connect with customers by focusing on experiences, emotions, values, and showing how a product or service solves a problem or improves customers' lives, rather than simply promoting its features. This approach makes the brand more memorable while building trust, strengthening brand identity, and increasing customer loyalty.

How to tell a good story? As I am a movie addict, nearly 90% of movies, regardless of their genre, follow a similar three-act story structure. The story begins with the "Ordinary World," where the audience meets the main character (hero) and learns about their normal life. An "Inciting Incident" then changes everything and introduces the main conflict. The hero may initially hesitate "Debate / Refusal" before receiving guidance from a "Mentor." After deciding to move forward, the hero "Cross the Threshold" and begins the real journey. At the "Midpoint," a major event changes the direction of the story. This is followed by the "All is Lost" moment, when the hero faces the greatest setback and everything seems hopeless. The tension then builds to the "Climax," where the hero confronts and overcomes the main challenge. Finally, the story ends with the "Resolution / New Normal," showing how the hero has changed and how life continues after the conflict. This simple story arc keeps the audience engaged from beginning to end and makes the story memorable.

For example, instead of simply saying, "A company entered a new market and increased its revenue by 25%," storytelling presents the same information as a journey: "The company had built a strong position in its local market, but sales growth had begun to slow. Management debated whether expanding into a new market was too risky. After consulting experts to analyze customer demand, competitors, and market opportunities, the company decided to move forward with a planned expansion. However, the first few months were disappointing, with weak sales and stronger than expected competition, leading some managers to question the decision. Instead of withdrawing, the company refined its strategy based on customer feedback. The changes proved successful, and within a year, the expansion increased revenue by 25% and opened new opportunities for long-term growth." Both examples communicate the same facts, but storytelling makes the message more engaging, memorable, and persuasive.

 

 

Article By Dr. Eng. Amr H. Abayazeed - July 24, 2026.

28. ORGANIZATIONAL CULTURE

Culture is a touchy-feely concept that many people recognize but often find difficult to define. In general, culture is a set of shared values, beliefs, norms, and behaviors that shape the way people behave and act individually and in groups. In business, organizational culture follows the same concept and definition. It is the "Personality" of the organization, reflected in how employees interact with each other, with customers, and with the outside world. It is established by leaders and then communicated and reinforced through various methods. The word "Personality" emphasizes the organization's uniqueness; imagine your organization as a living person: What does it look like? How does it behave? How is it dressed? What does it like and dislike? What is its slogan or guiding value in life? 

According to the previous definition, the main components of organizational culture are: 1) Values, which are an organization's core beliefs about what is important and are typically expressed through its mission, vision, and core values, such as customer focus, innovation, integrity, teamwork, and excellence. 2) Beliefs are the assumptions an organization makes about the world and how it works. They are often unspoken and taken for granted. Examples include believing that employees are the organization's greatest asset, that the customer is always right, that change is inevitable, and that everyone is working toward a common purpose. 3) Norms are the unwritten rules of behavior that govern how people interact within the organization, including how employees are expected to dress, communicate with one another, handle conflict, and deal with customers. 4) Behaviors are the way a person acts. It is the outward and external expression of a person's attitudes (attitude is an internal feeling or mindset that exists in a person's mind, while behavior is an external action that is visible to others; attitude is a good predictor of behavior).

Another way to understand organizational culture is through Edgar Schein's Model, which explains it as an iceberg with three levels: 1) Artifacts are the visible and tangible elements of organizational culture, such as the physical layout, dress code, language, and rituals. Artifacts are the easiest level of culture to observe and change. 2) Espoused Values are the stated values and beliefs of an organization. These values are often communicated through mission statements, value statements, and codes of conduct. 3) Underlying Assumptions are the deepest and most difficult level of organizational culture to change. They are often unconscious and shared by members of the organization without being explicitly stated. These assumptions can have a powerful influence on organizational behavior, even though they are rarely articulated explicitly.

 

Article By Dr. Eng. Amr H. Abayazeed - July 22, 2026.

27. THINKING APPROACHES

Thinking is the cognitive process of understanding information, solving problems, and making decisions. We use it every day when analyzing situations, learning, or choosing between alternatives. Since different situations require different approaches, several types of thinking are used, as follows:

Critical thinking is the process of thinking about the thinking process through objective analysis of information to make reasoned judgments. The term comes from the Greek "Kritikos," meaning "to judge," not to criticize negatively. It focuses on evaluating facts, evidence, and assumptions before making decisions, answering the question: "Is this true or accurate?" For example, when sales decline, managers analyze reports, customer feedback, and market data to identify the real cause before taking action.

Lateral thinking is a creative approach that generates new and out-of-the-box solutions instead of following the usual logical path. It encourages thinking "sideways," so it called challenges assumptions, and explores alternatives. It answers the question: "What is another way to solve this problem?" For example, instead of only reducing prices, a company may introduce subscriptions, bundle products, or create a new customer experience to increase sales.

Systems thinking views the world as a collection of interconnected systems (natural and human-made) rather than isolated parts, which are often complex networks of interacting elements. Understanding how these elements influence one another provides deeper insight into how the real world works and supports more effective decisions. It answers the question: "How are all the parts connected?" For example, declining sales may result from marketing, product quality, customer service, supply chain performance, employee training, and competitor actions working together.

Strategic thinking is the process of choosing the best direction and actions to achieve future goals. It aligns decisions with external factors (opportunities and threats) and internal capabilities (strengths and weaknesses). It answers the question: "What direction should we take to achieve future success?" For example, a company may enter new markets, invest in digital transformation, strengthen its brand, or develop new products for sustainable growth.

In conclusion, no single thinking approach is sufficient for every situation. Critical thinking enables objective judgment based on facts, lateral thinking generates innovative ideas, systems thinking reveals how different elements are interconnected, and strategic thinking provides a clear direction for the future. The greatest value lies in understanding when and how to apply each approach. By making these thinking approaches a way of life, individuals can make better decisions and solve problems more effectively in both their personal and professional lives. 

 

Article By Dr. Eng. Amr H. Abayazeed - July 10, 2026.

26. ENTREPRENEURIAL LEADERSHIP

Entrepreneurial leadership is a modern leadership approach that combines the mindset of entrepreneurship with the principles of leadership. It focuses on innovation, adaptability, proactive decision-making, and calculated risk-taking while guiding teams toward organizational goals. Unlike traditional leadership styles that mainly focus on stability and following established procedures, entrepreneurial leadership encourages creativity, opportunity recognition, and forward-looking thinking. Entrepreneurial leaders are usually proactive, open to change, willing to support new ideas, and capable of helping organizations adapt to uncertainty and complex business environments.

 

An important gap in entrepreneurship and leadership literature is that entrepreneurial leadership is still not widely recognized as one of the major leadership styles within many leadership and project management studies. Most traditional theories continue to focus mainly on leadership styles such as transformational, transactional, laissez-fair, and others, while entrepreneurial leadership remains less discussed and often overlooked. In many studies, entrepreneurial leadership is often associated mainly with entrepreneurs starting and managing businesses, while entrepreneurs may simultaneously apply another leadership style such as transformational leadership. In addition, most previous studies examined entrepreneurial leadership mainly within small and medium enterprises (SMEs), startups, or information technology (IT) businesses rather than recognizing it as a leadership approach applicable within large organizations and complex industrial environments.

 

However, my dissertation titled “The Impact of Entrepreneurial Leadership on Project Management Success through Team Resilience: A Study in the Egyptian Petrochemical Sector” in 2025 (*) attempts to address these gaps by recognizing entrepreneurial leadership as an additional leadership style alongside the traditional ones and arguing that entrepreneurial leadership may also be highly effective in large-scale, capital-intensive, and high-risk industries operating in environments characterized by uncertainty, operational complexity, safety challenges, and continuous market fluctuations. Such environments require innovative thinking, proactive decision-making, and adaptability. Therefore, entrepreneurial leadership should not be limited to entrepreneurs and SMEs only but should also be recognized as a valuable leadership approach for large-scale organizations seeking stronger performance, adaptability, and long-term sustainability.

 

(*) Paper:

Abayazeed, A. H., Sadik, M. A., Negm, E. M., & Ragheb, M. A. (2025). The Impact of Entrepreneurial Leadership on Project Management Success through Team Resilience. Business Ethics and Leadership, 9(4), 67-84. https://doi.org/10.61093/bel.9(4).67-84.2025. 

Article By Dr. Eng. Amr H. Abayazeed - June 19, 2026.

25. ASSET MANAGEMENT: MORE THAN EQUIPMENT

An asset, from an accounting perspective, is any resource owned by a business or an economic entity that has value and can be converted into cash. Assets are commonly classified according to their liquidity or their physical existence. For simplification, I adopt a blended classification approach combining both perspectives: 1) Current Assets: Can be converted into cash within one fiscal year (e.g. cash, accounts receivable, inventory). 2) Non-Current (Fixed) Assets: Not readily liquid and cannot be easily converted into cash (e.g. equipment, buildings, land). 3) Intangible Assets: Not physical in nature (e.g. goodwill, franchises, and intellectual property as patents, trademarks, and copyrights).

Asset management in financial organizations differs from that in industrial organizations according to the type of assets they manage. Asset management in financial organizations mainly focuses on managing financial assets such as cash, stocks, bonds, investment portfolios, funds, and other financial instruments. The primary objective is usually to maximize financial returns, optimize investment performance, manage financial risks, maintain liquidity, and achieve sustainable profitability. In contrast, asset management in industrial organizations focuses mainly on physical assets such as production equipment and infrastructure. In many industrial sectors, particularly in oil & gas and chemicals, the term "Asset Integrity" is commonly used to describe a technical discipline within asset management. It focuses on ensuring asset reliability, availability, safety, and operational efficiency throughout the asset lifecycle: 1) Acquire (Research, Design, and Engineering), 2) Build & Commission (Procurement, Construction, and Commissioning), 3) Operate & Maintain (O&M), and 4) Dispose (Decommissioning). 

Accordingly, while both financial and industrial organizations share the common objective of maximizing value from assets, industrial organizations intentionally use the term “Asset Management” as the term “Asset” emphasizes the business value generated from equipment, as they are viewed not just as physical equipment, but as a strategic resource that enables production continuity, operational sustainability, and profitability, which can be translated into financial value and cash flow for the organization. Another perspective in asset management literature that should be mentioned is the consideration of humans as organizational assets that should be properly managed, developed, and maintained to maximize their value and contribution to the organization. From this perspective, which appears reasonable, employees are viewed as valuable assets because their skills, experience, and performance directly influence organizational success and long-term sustainability.

Article By Dr. Eng. Amr H. Abayazeed - June 05, 2026.

24. DISCIPLINE

“I give you the map, are you willing to do that? It is the main point because everyone wants to be Cristiano. Discipline is the most difficult thing, not only in sport but in life.”

This is a part of Cristiano Ronaldo’s interview with WHOOP Podcast that really caught my attention, and I fell in love with it because it clearly shows how “Discipline” is the fundamental factor in the equation of success. Cristiano explained that everyone already knows the map and the recipe of what he does behind the scenes: his private training routines, the kind of food he eats, his recovery process, his sacrifices, and his strict lifestyle. The real question is not whether people know the ingredients and formula for success or not. The real question is: Do they have the discipline to consistently follow them?

The same idea applies in business ecosystems, including organizations, teams, and individuals, especially nowadays in the artificial intelligence (AI) era, where success ingredients and best practices are more available than ever before. Knowledge is also more accessible than ever before and can now be acquired easily and quickly, even through smartphones. Accordingly, the real challenge is whether people have the discipline to understand, learn, acquire, connect, and consistently apply them. In other words, success is not only about having the formula written on paper; success is mainly about the discipline required to execute this manifesto every single day, as discipline, from my point of view, is the number one, two, and three in the formula for success and the most common and necessary factor among almost all success formulas, if there are many.

Article By Dr. Eng. Amr H. Abayazeed - May 29, 2026.

23. AMR's LEADERSHIP STYLES MATRIX

As a researcher, based on my dissertation "The  Impact of Entrepreneurial Leadership on Project Management Success through Team Resilience: A Study in the Egyptian Petrochemical Sector" in 2025 (*), and by understanding the definitions of leadership styles in my prior article "Situational Leadership," this article summarized and categorized the eight key leadership styles that were discussed before (Autocratic, Democratic, Bureaucratic, Laissez-faire, Servant, Transactional, Transformational, and Charismatic). Neglecting Interactional Leadership that blended transactional, transformational, and charismatic leadership styles, and instead adding Entrepreneurial Leadership as an additional style (this inclusion addressed and matched one of the notable gaps in my dissertation).

To systematically organize these leadership styles, I developed a conceptual 3x3 Matrix in my dissertation, as shown in the next figure, with the X-axis representing “Task-Oriented” and the Y-axis representing “People-Oriented,” where both dimensions are graded as “High,” “Moderate,” and “Low.” This resulted in the division of leadership styles into nine distinct categories, each reflecting varying degrees of focus on tasks and people. The framework facilitated a structured exploration of how different leadership styles balance task-focused and people-focused dimensions, while illustrating how various leadership approaches prioritize operational performance and goal achievement versus employee relations, collaboration, and team engagement.

For example, at the highest point on both axes, Transformational Leadership was characterized by a strong emphasis on both task and people orientation. These leadership styles fostered collaboration, empowerment, and active engagement with teams, while also ensuring that tasks were completed effectively. Entrepreneurial Leadership, on the other hand, was positioned with high task orientation and moderate people orientation, as it balanced managing tasks at a high level with fostering team cohesion. It aligned with the values of risk-taking, creativity, and strategic foresight, while maintaining a strong focus on operational efficiency, and so on. Therefore, the 3x3 matrix not only categorizes leadership styles but also provides valuable insights into how these approaches could influence organizational performance, emphasizing the importance of selecting an appropriate leadership style depending on the situation, according to various organizational contexts.

 

(*) Paper:

Abayazeed, A. H., Sadik, M. A., Negm, E. M., & Ragheb, M. A. (2025). The Impact of Entrepreneurial Leadership on Project Management Success through Team Resilience. Business Ethics and Leadership, 9(4), 67-84. https://doi.org/10.61093/bel.9(4).67-84.2025.

Article By Dr. Eng. Amr H. Abayazeed - May 22, 2026.

22. SITUATIONAL LEADERSHIP

Leadership styles represent the different approaches and behavioral patterns that leaders use to influence, guide, motivate, and manage followers within organizations. Over time, researchers have developed various leadership styles to explain how leaders interact with employees and achieve organizational objectives under different conditions. Each leadership style reflects a unique combination of decision-making approach, communication pattern, authority distribution, and relationship with followers. The following paragraphs briefly review the most common and widely recognized leadership styles in leadership literature.

1) Autocratic Leadership is a style in which the leader makes decisions independently and expects followers to comply with instructions with limited participation. 2) Democratic Leadership, in contrast, encourages employee involvement in decision-making and values collaboration, participation, and shared responsibility. 3) Bureaucratic Leadership focuses on strict adherence to organizational rules, procedures, and hierarchy, making it suitable for highly regulated environments. 4) Laissez-faire Leadership gives employees significant freedom and autonomy with minimal direct supervision from the leader. 5) Servant Leadership emphasizes serving employees first by supporting their growth, well-being, and empowerment.

6) Transactional Leadership is based on exchanges between leaders and followers, where rewards or punishments are used to achieve performance and compliance. 7) Transformational Leadership focuses on inspiring and motivating followers through vision, innovation, and personal development to achieve higher levels of performance. 8) Charismatic Leadership depends heavily on the leader’s personality, charm, confidence, and ability to emotionally influence followers. 9) Interactional Leadership according to the Project Management Institute (PMI), blends elements of transactional, transformational, and charismatic leadership styles to create a balanced leadership approach. 10) Entrepreneurial Leadership combines the innovative and opportunity-seeking mindset of entrepreneurship with the strategic and interpersonal aspects of leadership.

Since organizations operate in diverse and changing environments, no single leadership style can be considered effective in all contexts. Instead, leaders needed to be flexible and adapt their approach based on the situation. For example, a leader may adopt autocratic approach during emergencies requiring quick decisions, while using democratic approach when teamwork participation is more important. This idea led to the development of “Situational Leadership,” which may be considered more of a strategic approach than a distinct leadership style, which emphasizes using different leadership styles according to the situation, culture, and dynamics that shaping individuals, teams, or organizations.

 

To be continued...

Article By Dr. Eng. Amr H. Abayazeed - May 19, 2026.

21. GENERATE IDEAS, NOT CREATE

Creativity and innovation are two expressions that may seem similar and are often used in the same context, but actually they are slightly different concepts. Creativity is about thinking of new ideas or seeing things from a different perspective. Innovation is the process of taking those ideas and turning them into something useful, practical, or valuable. In simple words, creativity creates ideas, while innovation applies and develops them. However, the main question of this article is not the difference between creativity and innovation. The real question is whether terms such as “new ideas” or “creates ideas” are fully accurate expressions.

In reality, ideas are rarely created completely from scratch, as they are usually developed gradually in a cumulative way from previous knowledge, experiences, interactions, and observations stored in both the conscious and subconscious mind. People continuously learn, observe, and interact with others. Over time, they develop their own way of thinking based on their background, education, values, culture, surrounding environment, and many other factors. The mind then connects these factors together, gradually shaping how people understand and interpret the world around them. For example, even when two individuals face the exact same situation or receive the same information, each one may interpret and analyze it differently. These accumulated experiences and mental inputs become part of the individual’s thinking process and influence how they view situations and generate ideas from their own unique perspective.

Another example from a different angle is when a novelist writes an original story. No matter how new or creative the story may appear, it is still influenced by the novelist’s cultural background, experiences, memories, and accumulated readings. Sometimes, the novelist may have previously read other stories that remain stored in the subconscious mind. Later, without consciously realizing it, those earlier stories may help generate similar ideas in a different form or style. The novelist then adds personal perspective, emotions, taste, and creative touch to develop something that feels new and original. In such cases, the novelist is not intentionally copying or imitating previous ideas. Rather, earlier stories unconsciously influence the creative thinking process and affect how the new story is developed and written, even without the novelist realizing it.

This is why, in stories, painting, music, film-making, and even business, ideas are rarely created from nothing. Instead, they emerge through a continuous process of improving, reshaping, and building upon previous knowledge and ideas to form something different and original. Albert Einstein would not have reached the Theory of Relativity without the earlier work of Isaac Newton. In the same way, Apple would not have developed smartphones without the earlier existence of wired telephones and companies such as Nokia and BlackBerry. Therefore, perhaps the more precise term in English vocabulary is the verb “generate” rather than “create.” Humans do not completely “create” ideas from nothing; rather, they “generate” ideas through accumulated knowledge, experiences, observations, and previous innovations.

Article By Dr. Eng. Amr H. Abayazeed - May 15, 2026.

20. IT IS A BUSINESS, NOT A CHARITY

“It is a business, not a charity.” Some people use this popular American phrase harshly, as if business has no heart. However, the deeper truth behind it is often logical and realistic. It follows a simple and fair universal principle: people gain based on the value they provide. If you work, you earn. If you create more value, you earn more. If you create less value, you earn less. This is how the real world naturally operates. Nothing is completely free; value is exchanged for value. This can simply be called the “Exchange Principle.”

By applying the exchange principle in business, mature organizations with fair systems and strong governance pay salaries, while employees provide performance and value in return. This is the fundamental contractual relationship between both parties. Once this balance is disrupted, the relationship between organizations and employees becomes unfair. For example, if employees work hard without receiving fair compensation, the organization is exploiting them. Likewise, if an organization pays salaries to employees who do not provide value or perform well, then the organization is losing value, and the business gradually turns into a charity rather than a profitable entity.

Following this logic, it is fair for organizations to terminate under-performing employees in order to restore the balance of the exchange principle, without hiding behind emotional slogans, false sympathy, or misunderstood concepts of employment rights. The same principle applies from the employee side, as a high-performing employees may leave their current organization for a higher salary, better opportunities, or greater recognition, also seeking a better balance in the exchange relationship.

Nevertheless, does this American phrase mean that business has no heart or ethics? Not necessarily. Supporting high-performing employees, appreciating and rewarding them, caring about their personal lives, and treating them ethically are all important and necessary. Valuable employees deserve attention, respect, and preferential treatment. However, even these actions are still connected to the same exchange principle. Organizations reward valuable employees not only for moral reasons — although morality is a major part of it — but also to encourage performance, increase loyalty, and retain talent. In the end, both organizations and employees continuously seek a fair exchange of value. That is how the universe — including business — naturally operates.

Article By Dr. Eng. Amr H. Abayazeed - May 08, 2026.