Omar Abou Hamdan
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Biography

Dr. Omar Abou Hamdan (Medical Laboratory Scientist, MBA, FA Futsal Coaching, Ph.D, PGCHE, FHEA)
Omar Abou Hamdan holds a PhD in Leadership and HRM from the University of Huddersfield and an MBA from the Lebanese American University (LAU). He comes from a medical background where he accomplished his Medical Laboratory degree at the American University of Beirut (AUB). Omar is a lecturer in HRM and Organisational Behaviour at the School of Marketing and Management at Coventry University. At the University of Huddersfield and Coventry University, Omar has been involved with teaching and supervision at both undergraduate and postgraduate levels covering a range of topics in the areas of Leadership, HRM, and Cultural Studies. Currently, he is the module leader of the 2000HRM (Management and Leadership in Marketing). His research areas include team dynamics in the HE sector, in particular leadership and peer learning. Omar’s research contribution lies within Organisational Behaviour and HRM. After being awarded the FA Coaching Futsal Certificate, he is eager to complement theory and practice in the field of Leadership and Sports Management.
 

Research Interests

My research has touched upon the areas of workplace exchange and organisational change. My research areas include team dynamics in the HE sector, in particular leadership and peer learning. Overall, my interests focus on the power of discourse to shape group phenomena such as leadership and learning as well as social categories and identities (with a specific focus on political and cultural identities). 

After being awarded the FA Coaching Futsal Certificate, I am eager to complement theory and practice in the field of Leadership and Sports Management.

Vision Statement

One of my long-term goals through my job as a lecturer is proceeding through my humanist pedagogical style. This style complements my research expertise to a big extent approaching a humanistic leadership line of research through the followers' eyes "dialogic leadership". I believe that effective leadership practices are those making the positive difference within the context through enhancing the students' adaptability. Such adaptability enhancement was my focus through the Humanist approach I adopt. I have guided my students through their endeavours leading them by example, especially those who are internationally based and are potentially vulnerable for demoralization. As a result, the complementation between my pedagogical style and research academic discipline 'Leadership and HRM' contributed to foster students' wellbeing and sense of belonging. In that sense, one of my desired objectives is to develop pedagogical research papers to demonstrate this complementation taking this argument forward and potentially implementing it in other fields of research "Medical Field and Sports Management".

PhD Project

LMX (Leader-Member Exchange) theory is a theoretical lens which adopts a unique approach to evaluate the quality of the relationship between two parties, the leader and team members. This doctoral research aimed to develop and contribute to the LMX framework through a contextual conceptualisation of LMX as a layer-based theory. Through a stratified double snowball sampling method, funded research projects representing seven fields of research were explored. To this end, 31 semi-structured interviews were conducted with both principal investigators (17) and research team members (14) drawn from 15 different universities in the UK. This research study included funded projects ranging from £40,000 in value to £7,000,000 and focuses on research projects launched and completed between 2000 and 2018. Based on a constructionist thematic research strategy, a template analytical approach was used to interpret the data. Drawing upon the main constructs of LMX, the analytical process revealed a critical construct referred to as supportive acquaintances, which provides a desired space for professional friendships. The rationale for which was based upon the PI’s and members’ experiences in research teams and daily life. Autonomy was found to be a debatable construct associated with self-governance, differently perceived dependent upon the status of an individual within a team, and linked to the funded party. The research findings explain how role clarity and communication could manage the negative facet of autonomy that is manifested through a lack of guidance and loss of control. This study advances the LMX literature, by demonstrating that LMX relationships are more complex than traditional categorisations of high and low quality relationships. The new generated concept “dynamic common ground” more fully explains these relationships by exploring obscure notions such as team dynamic and team politics. This study recognises four layers of LMX. The layers include political layer “captured through the term political empowerment”, perceptual layer “captured through the term inequality perceptions”, informal layer “captured through the term friendships”, and positional layer “captured through the term power”. This study also identifies the importance of the novel political layer which is missing from the traditional conceptualisation of LMX. Furthermore, the identified informal layer of LMX highlights the increasing importance of the social nature of the workplace. This research study has implications for the work-life balance of academics.

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