This study examined the prevalent leadership practices in the implementation of the Dubai Inclusion Education Policy Framework (DIEPF), which paves the way for elaborating on key nuances relating to the prospects and challenges of meeting the United Arab Emirates’ (UAE) federal requirement of educating all students, including students identified as experiencing special educational needs and disabilities (SEND) in a common learning environment. A qualitative phenomenological research design was employed, where data was collected through semi-structured interviews with a group of individuals who assumed a senior leading role in SEND departments, led inclusive practices at the school level, or were experts in special education studies in the UAE. The final sample consisted of 21 interviewees, of which 11 are heads of SEND departments, 6 are senior executive leaders at the designation of principal or vice principal, and 4 are experts in special education employed in reputable higher education institutions in the UAE. The analysis resulted in identifying five themes as critical key factors in inclusive education implementation and several sub-theme components. As an additional dimension, an emergent theme was derived, expanding the theoretical boundaries of the DIEPF. Finally, theoretical and managerial implications for effective inclusive practices in school settings are offered.

Purpose: This study empirically investigates the impact of organizational structure (specifically centralization) on the occurrence of the passive leadership. The authors also examine the mediating role of autonomy frustrations and the moderating effect of turnover intentions in these relationships.Design/methodology/approach: Using structural equation modelling as well as PROCESS macro (version 3.5), the research model is analysed based on a sample of 133 employee–supervisor dyads in various public sector organizations in Dubai.Findings: Contrary to the study hypothesis and assumption, the results demonstrate that centralization has no significant direct effect on the occurrence of passive leadership; however, this effect found to be significant only via the mediating of autonomy frustrations (fully mediator). This influence is strengthening when a supervisor has the intentions to leave his/her organizations.Originality/value: These findings point on how and why centralization can lead to occurrence of passive leadership.

Purpose: Ostracism is a common challenge in the workplace, but little is known about the behaviours of those who trigger it. The authors examined how leader favouritism can drive coworkers to ostracise one another, given that leadership is a key factor in shaping employee attitudes and behaviour. Invoking social comparison theory, the authors assessed a model of how perceived favouritism affects ostracism through jealousy, moderated by organisation-based self-esteem (OBSE).Design/methodology/approach: The authors surveyed 294 non-managerial employees from several service organisations in the United Arab Emirates (UAE) and analysed the data with partial least squares structural equation modelling (PLS-SEM) using SmartPLS 3 software.Findings: Unexpectedly, leader favouritism did not directly affect ostracism but only indirectly through the mediation of jealousy. OBSE was found to moderate this relationship, suggesting that higher levels of OBSE can weaken the impact of leader favouritism on employee jealousy.Originality/value: These findings explain the intricate dynamics and underlying reasons as to how leader favouritism can instigate employee-to-employee ostracism.