‘Gratitude’ in leadership is often dismissed as unnecessary, sentimental, or even unprofessional. Many leaders in the Arab workplace may hesitate to express appreciation, fearing it will diminish their authority or appear as favouritism (wasta). Yet, research consistently proves that gratitude is one of the most powerful tools for driving engagement, motivation, and long-term success.
A 2023 Gallup report revealed that 79 per cent of employees who quit their jobs cited a lack of appreciation as a key factor. In contrast, organisations that foster cultures of recognition experience 23pc higher employee engagement and a 20pc boost in productivity. Given these insights, it is time to rethink our workplace culture and move beyond transactional leadership towards one that fosters genuine human connection.
Employee engagement is at an all-time low globally, and the Arab world is no exception. Studies indicate that in the Mena region, nearly 60pc of employees feel disengaged at work, and only 20pc report receiving meaningful recognition from their managers. Many organisations operate under the assumption that salaries and promotions are sufficient indicators of appreciation, neglecting the psychological need for acknowledgment. But workplaces are not just systems of efficiency; they are communities. Employees who feel valued are more likely to go the extra mile, contribute creatively, and stay committed to their organisation. When leaders take a moment to express sincere gratitude, it strengthens team cohesion, increases trust, and fosters a sense of belonging.
Despite its benefits, gratitude faces unique challenges in Arab workplaces. Traditional leadership structures often prioritise authority and control, making emotional expressions — especially from senior management — less common. Many leaders fear that thanking employees too often might erode discipline or set unrealistic expectations for constant praise. Additionally, the deeply ingrained concern over ‘wasta’ discourages public displays of appreciation. The fear of favouritism means that many managers refrain from recognising individual efforts, believing that doing so might create division rather than unity. However, this reluctance comes at a cost: disengaged employees, low morale, and higher turnover rates. The belief that “doing your job well should be enough” ignores the fundamental human need for validation.
Gratitude doesn’t have to be forced or excessive to be effective. When practised authentically, it strengthens leadership rather than weakening it. Research from Harvard Business School found that employees who receive genuine, specific appreciation are 50pc more productive than those who do not. The key is intentionality – expressing gratitude in a way that is tied to real contributions.
A generic “thank you” is forgettable, but highlighting specific actions makes recognition more meaningful. Instead of a vague compliment, a leader might say, “Fatima, your quick thinking in the client meeting helped us secure the deal. I appreciate your effort.” When employees see that appreciation is based on merit and not favouritism, it becomes a tool for motivation rather than division.
One of the most effective ways to introduce gratitude in the workplace is by integrating it into routine interactions rather than treating it as a grand gesture. In many fast-paced environments, appreciation is an afterthought, reserved for annual reviews or the occasional award ceremony. However, studies show that frequent, informal recognition is far more impactful. Organisations that incorporate gratitude into meetings, one-to-one feedback, or internal communications foster an environment where appreciation becomes second nature. Employees who feel regularly recognised are five times more likely to stay with their employer, according to a study by OC Tanner.
Beyond verbal recognition, gratitude can also be embedded in leadership behaviours. Managers who practise gratitude through their actions — such as providing opportunities for career growth, supporting work-life balance, or acknowledging team efforts publicly create a workplace where employees feel respected and valued. Even small gestures, such as sending a handwritten note or acknowledging contributions in an email, can have a lasting effect.
The modern workplace is shifting. Employees no longer stay loyal to organisations that treat them as mere numbers. They seek purpose, engagement, and recognition. Leaders who embrace gratitude not as a weakness but as a strategic leadership tool will build stronger, more motivated teams. In the Arab world, where tradition meets corporate modernity, fostering a culture of gratitude can bridge generational gaps, strengthen workplace trust, and create environments where employees thrive. The question is, will leaders continue to resist gratitude, or will they unlock its potential to drive performance and engagement?
Join us next month for another edition of Workplace Watch, where we’ll explore more trends shaping the future of work. Until then, keep growing, keep learning, and keep pushing the boundaries of what’s possible. Amal Kooheji is a growth advocate
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