Leadership and Security Management of NGOs in Northern Iraq

Leadership and Security Management of NGOs in Northern Iraq – Nineveh Governorate

Khalaf Salih Faris Ali

A Thesis Presented to LCC International University in Partial Fulfilment of the Requirements for the

M.A. in International Management Degree

Advisor: Idlir Proseku, DSL

LCC International University

Department of International Business Administration

August 2021

ii LEADERSHIP AND SECURITY MANAGEMENT OF NGOS IN NORTHERN IRAQ

Statement by the Author

This thesis has been submitted as an original work in partial fulfillment of

requirements for an advanced degree at LCC International University and is deposited in the

University Library to be made available to borrowers under the rules of the library.

Signed: ___________________________________________

(Student: Please sign final paper before you submit it to the Thesis Director.)

_______________________________________________________

Approval by Donna Falloon, Ph.D., Thesis Director

THIS THESIS HAS BEEN APPROVED ON THE DATE SHOWN BELOW:

________________________________ _______________

DOUGLAS PUFFERT, Ph.D. Date Department Chair, International Business Administration, LCC International University

iii LEADERSHIP AND SECURITY MANAGEMENT OF NGOS IN NORTHERN IRAQ

Abstract

The area of leadership of NGOs in the past decades might did not receive much

attention from the nongovernmental organizations but in the recent decades specific time and

resources have been invested to develop the leadership in the sector of nongovernmental

organizations. This study seeks to explore the contribution of leadership in management of

security of NGOs in northern Iraq – Nineveh governorate, and how NGOs develop leaders

and what style of leadership they use to manage security effectively

Thus, fifteen employees from different eight NGOs that have work experience in

Nineveh governorate interviewed to more reliably reveal the results of this study and how

these results contributed to answer the research questions and demonstrate the purpose of the

study.

The researcher recorded the interviews on his personal laptop and took the notes.

Then transcript the records into Word documents and uploaded them on MAXQDA. The

most repeated words became codes and grouped and formed patterns. However, these

patterns created seven themes, and these themes answered the research questions and

explored the purpose of the study.

The collected and after analysis, it was revealed that NOGs use different leadership

style to mange security and the most used two models that the results discovered were

situational leadership and servant leadership. This research figured out the NGOs can develop

leaders through trainings that are related to the job tasks, duties and the context of the areas

that they work in. Eventually, this research confirms leadership could effectively contribute

in security management of NGOs

Key Words: Situational leadership, effective communication, security management, serving

others, trainings.

iv LEADERSHIP AND SECURITY MANAGEMENT OF NGOS IN NORTHERN IRAQ

Santrauka

Nevyriausybinių organizacijų vadovavimo sritis per pastaruosius dešimtmečius gal ir

nesulaukė didelio nevyriausybinių organizacijų dėmesio, tačiau pastaraisiais dešimtmečiais

buvo investuotas konkretus laikas ir ištekliai lyderystei nevyriausybinių organizacijų

sektoriuje plėtoti. Šiuo tyrimu siekiama ištirti lyderystės indėlį valdant NVO saugumą Šiaurės

Irake – Nineveh gubernijoje, ir kaip NVO ugdo lyderius bei kokį vadovavimo stilių jos

naudoja, kad efektyviai valdytų saugumą

Taigi, penkiolika darbuotojų iš įvairių aštuonių NVO, turinčių darbo patirties Nineveh

gubernijoje, apklausė, kad patikimiau atskleistų šio tyrimo rezultatus ir kaip šie rezultatai

padėjo atsakyti į mokslinių tyrimų klausimus ir parodyti tyrimo tikslą.

Mokslininkas įrašė interviu į savo asmeninį nešiojamąjį kompiuterį ir užsirašė. Tada

įrašus perrašykite į „Word“ dokumentus ir įkelkite į MAXQDA. Dažniausiai kartojami

žodžiai tapo kodais, grupavo ir formavo modelius. Tačiau šie modeliai sukūrė septynias

temas, ir šios temos atsakė į mokslinių tyrimų klausimus ir tyrinėjo tyrimo tikslą.

Surinkus ir išanalizavus paaiškėjo, kad NOG saugumui valdyti naudoja skirtingą

vadovavimo stilių, o labiausiai naudoti du nustatyti modeliai – vadovavimas situacijai ir tarnų

vadovavimas. Šis tyrimas parodė, kad NVO gali ugdyti lyderius per mokymus, susijusius su

darbo užduotimis, pareigomis ir sričių, kuriose jos dirba, kontekstu. Galiausiai šis tyrimas

patvirtina, kad lyderystė galėtų veiksmingai prisidėti prie NVO saugumo valdymo

Raktažodžiai: situacijos lyderystė, efektyvus bendravimas, saugumo valdymas,

tarnavimas kitiems, mokymai.

v LEADERSHIP AND SECURITY MANAGEMENT OF NGOS IN NORTHERN IRAQ

Acknowledgements I would like to express my sincere gratitude and appreciation to Dr. Proseku and Dr.

Donna Falloon for their worthy advice and guiding and constant support in the journey of

completing my thesis. Who taught me patience, the ability to not giving up and insistence.

They kept directing me and encouraging me to complete my thesis Also, I would like to

thank the participants and their valuable participation in this study. Their experience added

valuable information to this research.

vi LEADERSHIP AND SECURITY MANAGEMENT OF NGOS IN NORTHERN IRAQ

Dedication

I would dedicate this piece of study to my wife Nesreen and my two daughters (Maya

and Solin) who are the source of my inspiration and power when I am strong, from whom I

get energy and power when I am weak. To my parents who were my protectors all the time.

To my brothers and sisters who supported and encouraged me to fulfill this academic

achievement

vii LEADERSHIP AND SECURITY MANAGEMENT OF NGOS IN NORTHERN IRAQ

Table of Contents

Abstract ........................................................................................................................ iii

Santrauka....................................................................................................................... iv

Table of Tables ............................................................................................................. ix

Table of Figures ............................................................................................................. x

Chapter 1: Introduction .................................................................................................. 1

Introduction ................................................................................................................ 1

Background ................................................................................................................ 2

Overview of the Literature ......................................................................................... 3

Gaps in the Literature................................................................................................. 4

Definition of Keys Words and Terms ........................................................................ 4

Importance of the Study ............................................................................................. 5

Research Questions .................................................................................................... 6

Conclusion ................................................................................................................. 6

Chapter 2: Literature Review ......................................................................................... 7

Introduction ................................................................................................................ 7

Organization ............................................................................................................... 7

Conclusion ............................................................................................................... 21

Chapter 3 ...................................................................................................................... 21

Introduction .............................................................................................................. 21

The Purpose of the study......................................................................................... 21

Research Questions .................................................................................................. 22

Research Design....................................................................................................... 22

Methodological Design ............................................................................................ 22

Sampling Method ..................................................................................................... 25

Setting ...................................................................................................................... 26

Target Population and Sample Size ......................................................................... 26

Sampling Method ..................................................................................................... 27

Recruitment .............................................................................................................. 27

Interviews ................................................................................................................. 28

Data Protection......................................................................................................... 28

Data Analysis ........................................................................................................... 29

Chapter 4 ...................................................................................................................... 31

Introduction .............................................................................................................. 31

The Purpose of the Study ......................................................................................... 32

Research Questions .................................................................................................. 32

viii LEADERSHIP AND SECURITY MANAGEMENT OF NGOS IN NORTHERN IRAQ

Target Population and Sample Size ......................................................................... 32

Sampling Method ..................................................................................................... 32

Setting ...................................................................................................................... 33

Data Analysis ........................................................................................................... 33

Conclusion ............................................................................................................... 41

Chapter 5 ...................................................................................................................... 42

Introduction .................................................................................................................. 42

Discussion of Results ................................................................................................... 42

Practical Implications................................................................................................... 46

Limitations of the Study............................................................................................... 47

Recommendations for Further Research ...................................................................... 48

Conclusion ................................................................................................................... 49

References .................................................................................................................... 51

Appendix A .................................................................................................................. 55

Appendix B .................................................................................................................. 56

Appendix C .................................................................................................................. 57

Appendix D .................................................................................................................. 59

Appendix E .................................................................................................................. 60

Appendix F................................................................................................................... 62

ix LEADERSHIP AND SECURITY MANAGEMENT OF NGOS IN NORTHERN IRAQ

Table of Tables

Table 1. Participant Demographic Information ........................................................... 27

x LEADERSHIP AND SECURITY MANAGEMENT OF NGOS IN NORTHERN IRAQ

Table of Figures

Figure 1. Adminstrative Map of Mosul ....................................................................... 19

1 LEADERSHIP AND SECURITY MANAGEMENT OF NGOS IN NORTHERN IRAQ

Chapter 1: Introduction

Introduction

This research sheds the light on leadership and security management of non-

governmental organizations with a focus on northern Iraq - Nineveh governorate. The

research focuses on leadership styles that NGOs use and how leadership contributes to

security management of NGOs in Nineveh governorate. On the other hand, it shows how

Non-governmental organizations develop leaders. NGOs need leadership skills and

techniques for managing security on a daily basis because most of their activities and projects

are operational and require movements. On the other hand, NGOs usually work in

environments that witnessed war or armed conflicts which can be unstable, and this requires

leaders and leadership to manage security more effectively.

The so-called ISIS (Islamic State in Iraq and Syria) 2014 controlled wide swaths of

Iraqi territory in the north and northwest, and this led to humanitarian crises such as

displacement, lack of access to health, and WASH (Water Sanitation and Health) services.

Nineveh governorate was the most affected area by the ISIS attack. After the liberation of

Nineveh in 2017, international NGOs started to operate in Nineveh. However, the NGOs

have security challenges, and they take a series of security measures to mitigate threats and

risks.

The purpose of this study is to understand how the leadership contributes to the

security management of NGOs in unstable areas in Iraq with a focus on the Nineveh

governorate. Also, this study will demonstrate the contribution of leadership in the

management of the security of NGOs. This piece of study discovers the styles of leadership

which NGOs use to managing security in unstable contexts, and how they develop leaders.


Background

When we search for the word “leadership”, we find more than one definition for more

than one type of leadership. So that it is difficult to find a definition that can be standard,

however, similar definitions can be found.

Leadership is the process of influence on others to achieve organizational goals

(Leadership, 2010) leadership is the influence on a group of people and leads them to achieve

a common goal (Northouse, 2016) since it is difficult to define leadership, it is better to

understand how leadership works and how to be a leader. Leadership means building trust

and people follow you because they trusted you and believe that you dare to lead them for a

specific purpose. (Maxwell, 216)

The context in which the non-governmental organizations' work has changed and

become more unstable, the risks have increased more, and this requires the NGOs to take

additional security measures to mitigate the risks and threats. The safety and security of the

non-governmental organizations’ staff important, and they pay a lot of attention to that, they

take complete responsibility for the security and safety of their staff (CSD, 2021)

Two types of leadership that can be seen in humanitarian work, these two types are

situational and humanitarian leadership. The NGOs need situational leadership to manage the

situational issues, at the same time they need humanitarian leadership because they work in

the humanitarian field. Most of the issues that NGO face are situational, and they have

similar security and safety procedures though each organization has its security and safety

procedures. This does not mean everything is under control, and they need to use leadership

skills for managing the issues that are out of their standard procedures. The humanitarian

workers face risks when they work in some of the unstable areas during providing

humanitarian aid to vulnerable people.


The protection of humanitarian aid workers has been mentioned in the international

humanitarian law. Geneva conventions; in 2003 UN Security Council issued resolution 1502

which protects the humanitarian aid workers more against threats and risks in conflict places.

However, the armed conflicts of non-stated groups have become a big threat to humanitarian

and non-governmental organizations, and easily they breach the international conventions

and rules that protect humanitarian workers and organizations. (INSO, 2020)

Overview of the Literature

NGOs leadership was found as an influence that NGOs leaders make an impact on the

environment in which they work and manage the constraints. It was noted, NGOs leaders go

through trainings before dispatching into the field to have some knowledge about the field

and operations as well as the context in which they work, and security was considered a

major part of those trainings. The researcher explored that despite the trainings and briefings

that they get still they face challenges, and to overcome these challenges they need leadership

skills and creativity. The leaders and followers should be collaborated at the workplace to

manage security and safety (Kate, 2020)

What made NGOs leadership unique was the context in which they work, usually, they

work in places that witnessed war, armed conflicts and disasters, not stable and insecure.

Also, they normally work with people who are from different cultures and backgrounds. This

requires the leaders to be more proactive, aware and analytic aware to understand the context

and culture of the work. Once they understand the context and culture, they will be able to

manage the risks, threats and solve the problems. Another thing that distinguishes the

humanitarian leaders from the other leaders is they work in the humanitarian field which is

completely different from the business and profit organizations because humanitarian work

includes the lives of others. (Patrick, 2019)


The NGOs seek leaders who can assess the situations and the context and how to

influence them because the challenges that they face are contextual and situational. The

leaders of humanitarian organizations identify the tasks for the followers; influence them to

adapt and improve the performance for achieving common goals. Sometimes the

circumstances impose cases in which the NGOs need to adapt to these circumstances, and the

leaders have to influence the followers to be adapted to the new situations (Dragoș – Cătălin

apostu 2013)

The research investigates the leadership and security management of NGOs in the

context of humanitarian work from different aspects. These aspects cover the leadership

styles, theories, definitions, and gaps in the literature. We research different areas of security

management of NGOs to understand the leadership’s role better in security management, and

how it is important for managing the security of NGOs in post-conflict context

Gaps in the Literature

As this study targets a specific area in a specific country, the sources might be not

available in the range that we expect. On the other hand, no such studies or research have

been done on the security of the NGOs in Iraq in general and in the Nineveh governorate in

particular.

Definition of Keys Words and Terms

Leadership: Leadership is the process of influence on others to achieve organizational goals

(leadership 2010)

Management: Management is a process of activities and plans to achieve organizational

goals.

Security: Security is to be secured from the external threats that are intentional (INSO 2020)


Security management: Security management has evolved since the beginning of the 20th

century. Today’s security management needs to be constantly updated to keep up with threats

and develop the quality of to work according to the kind of the risks (Shaun Bickely2010)

Safety: Safety is a state of being safe from accidental acts or threats

Context: The environment includes security political, economic, geographical, cultural, and

all the actors and factors that might affect the operations of NGOs (Medair,2019)

NGO: A non-governmental organization (NGO) is a non-profit organization and works (Jean

Folger 2021) independently of any government

Humanitarian work: Humanitarian work is the activities that aim to relieve the suffering of

vulnerable people during and post conflicts and disasters, usually NGOs do such activities

and programs. (John Pringle and Matthew Hunt, 2015)

Humanitarian leadership: Operational humanitarian leadership is providing a clear vision

and goals for the humanitarian response; building a consensus that brings aid workers

together around that vision and objectives, and finding ways of collectively realizing the

vision for the benefit of the affected population, often in challenging and hostile

environments (Clarke, 2019)

Situational leadership: Situational leadership is directive and supportive, the leaders direct

the followers and support them to achieve a common goal (Peter G.2016)

Importance of the Study

This study is important because it focuses on how the non-governmental

organizations manage security in the context of humanitarian work; also it helps us to

understand the policies, standards and procedures that NGOs take to mitigate threats and risks

during their operations. This research will focus on the leadership side in managing the

security of NGOs that might be new for many who work in this field. The staff of NGOs


needs to understand how leadership is important for managing security and which type is

more effective to be applied. Helping vulnerable people in areas that witnessed armed

conflicts and war have some security challenges and to manage these challenges NGOs need

leaders and leadership. NGOs need leaders to manage crises and problems which are out of

their security procedures and policies.

Research Questions

1 How do NGOs develop leaders to manage security in Nineveh?

2 How does leadership contribute to manage security of NGOs?

3 Seek to understand what style of leadership is needed to manage security of NGOs

effectively

Conclusion

The introductory chapter covered an introduction about the study and the background

of the study, the overview of the literature. This chapter also discussed the gaps in the

literature of this study. The key words of the study defined and the research questions in the

introductory chapter identified. In addition to this, the importance of this study explained in

this chapter. This chapter links the introduction of the study to the coming chapter which will

discuss the literature review in more details, and this chapter, chapter two is the body of the

study that links the introduction to the conclusions.


Chapter 2: Literature Review

Introduction

This chapter reviews the literature on leadership and security management of NGOs

in northern Iraq – Nineveh governorate. It also discusses the leadership theories and models

that are most used by NGOs to manage security. This chapter investigates the studies of

leadership in the field of humanitarian work and discovers the differences and similarities.

However, this literature review reveals the gaps in the literature of the subject.

The subject of leadership and security management of NGOs maybe a new topic to

discuss, or maybe it is new for many, but this subject is important to discuss because many

NGOs need leadership and leadership skills to manage the security of their teams.

A part of the research focuses on the situational leadership and NGOs leadership as it

can be effective in the field of humanitarian work. In the management of the safety and

security of the staff and assets of NGOs this type of leadership has a significant role.

A part of the research focuses on the situational leadership and humanitarian leadership

as both can be effective in the field of humanitarian work. In the management of the safety

and security of the staff and assets of NGOs these two types of leadership have a significant

role. Also, this chapter investigates the differences and similarities between situational

leadership and humanitarian leadership.

Organization

Situational leadership

Theory and Definitions

The situational leadership concept was initially created by Paul Hersey, and Ken

Blanchard, (1969), driven from Reddin’s (1967) theory of management, and afterward

renamed it to situational leadership theory. After being applied, they found that a few angles


of the model were not being approved in practice. Therefore, Ken Blanchard made a second

updated model and called Situational Leadership (Kenneth Blanchard 1996).

Hersey and Blanchard’s Situational Theory

According to this approach, leadership is the method of impacting an individual’s a

group’s activities in their endeavors to objective accomplishment in a given circumstance.

From this definition of leadership, it can be understood that the leadership process may be a

work of the leader, the follower, and the situation which can be defined as takes after (Paul

Hersey, 1985)

The focus of the situational approach to leadership is on observed behaviour, not

on any hypothetical natural or procured capacity or potential for leadership (P.G 2016) Most

extreme significance is connected to the behaviour of leaders, their followers and different

circumstances. Hence, training individuals in adjusting styles of leader behaviour to changing

circumstances is of prime importance (simplified coach. com 2019) Therefore, through

instruction, preparing and improvement most individuals can increase their effectiveness in

authority parts. By watching recurrence or uncommonness of certain leader behaviour in

various types of circumstances, hypothetical models can be created so as to help a leader to

adopt the most suitable leader behaviour for the present circumstance (Kendra Cherry, 2020).

This model of leadership claims that the foremost viable leadership style is

unexpected upon the readiness level of the group members. It has two components: Capacity

alludes to the ability, information and experience a person or group brings to a specific task

and readiness refers to confidence, motivation, and commitment a person or group has in

arrange to achieve a particular task.

Paul Hersey and Ken Blanchard created situational leadership, after combining their

leadership theories. The situational leadership was based on that there are different models of

leadership that match with different situations and for different individuals (Bennet C.2015)


Situational leadership enables leaders to recognize the needs of individuals or a team and use

the better model of leadership to reply appropriately (P. G. 2016)

According to David Wyld, Situational leadership focuses on the role of the

followers. The situational leadership is needed to be adaptable and use the required leadership

style to support the leaders to help the followers and teach them to understand the

developments in the work environment (Carroll S.& Flood P. 2010) The situational

leadership changes in a line with the tasks of the followers and their abilities. The situational

leadership demonstrates that a leader should seek the ways in which the work will be done

effectively rather than the relationship between the leader and the followers

Situatoinal leadership style is based on the personal behaviros of the leaders who

want to influence the followers in two ways of behaviros; directive behavior and supportive

behavior. Directive behaviros gives directions to the followers about what to be done and

how. It helps the followers to accomplish goals. In this case, the leader tells all the necessary

information about the work and objectives and the way need to be used to achieve them. This

style is common in humanitarian organizations because they brief all the staff who join a

specific mission about the security situation and the targeted area, and they explain all the

security procedures and protective measures (Hart P. 2014)

While supportive behaviro is more likely communication between the leader and

followers and coaching the followers. Sometimes some organizations hire trainers from

professional specialized organizations to train their staff. The purpose of communication is to

involve the followers in the process of achieving a goal or solving a problem. Supportive

behaviro also makes the followers feel more confident and comfortable. Speaking about the

security management of Non-Governmental Organizations, every organization needs to

involve all its staff members in managing security because they need to create a security


culture in the organization; make the security procedures and measures a culture. (Goleman

D. Boyatzis R. and Mckee A., 2002)

Development Levels

There are two types of development levels, which leaders need to develop for their

followers to be self-motivated instead of dependent. Competence is the information and

abilities an adherent brings to a particular objective or task. Commitment is the follower’s

inspiration and certainty on that objective or task. The Blanchard and Hersey situational

authority demonstrate states that the administration styles need to be reflected on followers’

level of competence and commitment (Blanchard 2008). These two measurements are at that

point separated into four development levels of the followers.

Low competence/ High commitment, the adherent needs capacity but is

persuaded (D1). For illustration a newly employed staff and assigned for a certain

assignment, who does not have any knowledge on the task but has a desire to learn almost the

work and willing to learn. Some competence/Low commitment, the follower has is able but

not motivated (D2). Follower encompasses a small involvement on the task but due to

unsatisfied expectation he/she loses his inspiration to work on the task. Moderate

competence/ Variable commitment, the supporter has capacity but isn't confident to use it

(D3). These adherents regularly know what to do but are in self-doubt, which makes them

uncertain about performing the given task. High competence/ High commitment, supporter

has the competence to perform and is confident (D4). They are high in information as well as

the capacity to work unsupervised (P.G.2016)

Current Knowledge of the Literature

Later organizational improvements as well as dominance of the post-bureaucratic

organizations are certainly concerned with modern headings about leadership considerations.

Literature accessible on leadership recommends that there's a critical distinction between the


terms, “leader” and “manager”. Squires (2001) proposes that, leaders are concerned with the

characteristic aspect of their work, as they have followers who trust in them and they possess

an idle control in organizations. Be that as it may, directors’ bargain with schedule tasks such

as allotment of parts, tasks and resources required to achieve organizational goals,

synchronization of the allocated activities and strategies and watching the ordinary operation

of the organization. mangers are linked with periods of soundness; leaders with the periods of

instability (Hart P. 2014) When there is peace, individuals are upbeat and substance, there's

scarcely any need for leadership. But when the human continuance is at stake and the

conditions are not stable.

All over history theoretic clarifications of leadership have been displayed. The Trait

Approach up to the late 1940s proposed that leadership capacity is innate (Bryman, 1993).

People turn out to be leaders for the characteristics that they have such as insights,

appearance, communication abilities etc. (Bolman, Crow, Goldring, Slater, & Thurston,

1994). Within the late 1940s to the late 1960s, the Behavioral Approach got to be

predominant promoting that effectiveness in leadership may be a work of how a leader carries

on. The Possibility Approach, on the other hand, proposes that effective leadership is

subordinate upon the circumstances, and got to be far reaching in the late 1960s to early

1980s.

Situational Leadership - Integrating Perspectives

Daniel Goleman, Richard Boyatzis, and Annie McKee distinguished six emotional

leadership styles in their 2002 book, "Primal Leadership." Each style encompasses a diverse

impact on people's emotions, and each has qualities and shortcomings completely different

situations. Four of these styles (Visionary, Coaching, Affiliative, and Law based) advance

harmony and positive results. However, the other two (Commanding and Pacesetting) may

create tension and you should use them in particular circumstances. Goleman and his co-


authors say that you shouldn't use one style all the time. rather than, use the six styles

alternately– select the one that best addresses the circumstance that you're confront, the

individuals' concerns, and the feelings that they experience (Goleman, D., Boyatzis, R. E., &

McKee, A. 2002).

The Six Leadership Styles of Goleman

1 Visionary Leadership: The Visionary approach to leadership is summarized by the

state, "Come with me." Visionary leaders are motivating. They tell their followers where they

go, but do not manage how they get there – they empower their followers to use their own

lead to solve a problem or to meet a target. Compassion is the most significant angle of

Visionary leadership. Visionary leadership can make the foremost positive outcomes of all

the six authority styles, but it may also be domineering in case you use it too much. (Ronald

H. Humphrey,2013)

2 The Coaching Leader: The Coaching leadership style connects a team members'

objectives and values with the organization's objectives. This style is empathic and

empowering, and you'll use it after you need to focus on developing people for future

success. This style centers on having in-depth discussions that will have a little bit to do with

people's current work, instead of focusing on long-term life plans and how these interfaces

with the organization's mission. This style encompasses a positive effect. It builds up

compatibility and belief and increases motivation. When to Use It Use the Coaching style

after you have a group part who needs to offer assistance building long-term aptitudes, or in

case you are feeling that he or she is "unfastened" in your organization and might advantage

from a coaching or mentoring relationship. However, coaching can come up short when it's

used with a worker who isn't making an exertion, or who needs a parcel of heading and input.

In these cases, Pacesetting or Commanding leadership may be more effective. (Kraus&

Markus 2017)


The Affiliative Leader: The Affiliative leader accepts that "Individuals come first."

The Affiliative leadership style advances agreement within the group and emphasizes

emotional connections. It interfaces individuals by empowering incorporation and settling

struggle. To use this style, you need to esteem others' feelings and have solid mindfulness of

their emotional needs. This style of leadership can be used whenever there's group pressure or

struggle, when trust has been broken among the team member, or if the group has to be

persuaded through an upsetting time. (Goleman 2013)

The Democratic Leader: Democratic Leader asks, "What do you think?" The

Democratic leadership style focuses on collaboration. Leaders using this leadership style

effectively look for input from their groups, and they depend more on listening than directing.

This style is best used once you need to get your team on board with an idea or construct

agreement. It's moreover successful after you require your team's input. The Democratic

leadership style should not be used with individuals who are unpracticed, need competence,

or aren't well informed in almost a circumstance. It's best to ask for input from team members

who are propelled, knowledgeable and able ( STU.edu, 2018)

The Pacesetting Leader: The Pacesetting leader says, "Do as I do, now." The

Pacesetting leadership style focuses on performance and accomplishing objectives.

Pacesetting leaders anticipate good results from their teams, and they will frequently bounce

in themselves to confirm that targets are met. This style doesn't "pamper" the performers who

need to be improved – everybody is held to a high standard. While this will be a fruitful style,

it can have a negative impact on the team, driving to burnout, fatigue and high staff turnover.

(Mindtool, 2020)

Since the Pacesetting style focuses on the performance of the team and how to move

forward the quality of your team's work using strategies such as Six Sigma and Kaizen.

Prepare your members well and provide high-performance coaching to make the team more


effective. You can also need to work on your motivation skills, so simply can get the best

from your team members (Abubakari,2017)

The Commanding Leader: The Commanding Leader asks, "Do what I tell you."

Commanding leaders use an absolutist approach. This regularly depends on orders, the

(regularly implicit) danger of disciplinary activity, and tight control. So, it is important to

keep in mind that individuals in democratic nations are used to having a high level of control

over their lives and their work, which this approach might deny them of this. What is more,

since this leadership style is so regularly misused, it can have a significantly negative impact

on a team. The Commanding leadership style is best used in emergencies to jump-start fast-

paced alter and with issue team members. (Goleman 2013)

Security leadership

Security leadership Security leaders give directions and manage to ensure what

matters most. An organization’s leaders decide and shape its culture and values. These tools

empower basic security communications between the Board and their specialized specialists.

Leadership in Security – Security driven from the best can offer assistance insert a solid

security culture to moderate against security dangers. (Presidia 2021)

NGO Leadership

NGO and improvement sector experts work in difficult and challenging

circumstances. With restricted assets and continually changing complex and dynamic

circumstances, an NGO proficient must be on toes all the time to adjust to the environment.

Working in the NGOs sector needs dynamic personalities, leadership qualities and

management inclination and skills. Do you've got it in you to be a coolheaded, dexterous,

profoundly proficient and persuading leader? A leader can be a leader in his/ her own belief,

it is not necessary to be at a high position to be a leader. Any individual showing leadership

qualities may be a leader ( Hersey, and Blanchard,. 1988). Solid security leadership, at all


levels over your organization, will Ensure the clear responsibility for the management of

security risk Foster a multi-disciplinary approach to countering the insider threat Ensure

proportionate and cost-effectively use of resources Provide basic management information

for the purposes of security arranging and individuals’ management is to provide a good

example that both creates and supports an effective security culture.

There is a developing acknowledgment within the humanitarian sector that this highly

individualized model of leadership may not be effective in humanitarian contexts which, as a

result, leadership advancement efforts ought to broaden their focus from the person to the

association. In fact, this evolving model proposes that leadership could be a work not just of

the person, but of the organization, the group and the person working together. In considering

what contributes to effective NGO leadership, we have expressly considered the roles of the

personal leaders, the ‘leadership team’ – the senior staff around the leader – and the

organizational structures and strategies (Humanitarian Policy Group.2016)

Leadership can take different shapes, within the organizations as somewhere else,

because the number of people who are willing to take individual responsibility for achieving

a given task extends past those who have a position within the organizational hierarchy. The

concept of leaders is broadly perceived within the humanitarian sector, to the point where

particular improvement programs exist to develop leaders’ competence and skills. (ifrc.org

2015)

The study suggests that, in spite of the fact that numerous of the qualities had by

compelling pioneers are not unique to the compassionate segment, what is interesting is the

setting in which they are being applied: working with individuals in trouble, making choices

that will influence lives and livelihoods in a fluid situation and on the premise of inadequate

and equivocal data, frequently in a dangerous environment with a wide extend of distinctive

on-screen characters a few of whom may be threatening to the humanitarian try, whereas


beneath weight to act quickly. As a result, the ponder suggests that effective compassionate

pioneers for the most part display an abnormally wide run of leadership qualities, which

compared to leaders in other segments they appear a solid values base. A relational approach

and illustrated sectoral involvement may be especially important (Knox, 2013)

Security management of NGOs

Security management has advanced since the beginning of the 20th century. Today’s

security directors must always adjust to keep up with a horde of potential risks. They must be

able to distinguish security vulnerabilities in an organization that might lead to an

information breach, as well as office vulnerabilities that may be misused by cheats or

vandals. These experts must moreover develop a plan to secure an organization's workers and

resources within the occasion of a characteristic catastrophe, such as a rapidly spreading fire,

tornado or surge. (Shaun, 2010)

Security management is one of the most important aspects that non-governmental

organizations take in consideration before and during their operations (eisf.2015) Since the

NGOs work in an instable areas and face security and safety challenges which has direct and

indirect impact on their staff, assets and operations. Leadership is essential for NGOs to

manage security of the staff and assets properly, so that some of the NGOs go to security

companies to train their staff. The purpose of training the staff is to prepare them in order to

be able to manage the security of that NGOs in an effective way. Corporate security

supervisors and managers identify and categorize the potential risks and threats to an

organization after conducting assessments. Ensuring that an organization’s staff, assets,

buildings and properties are secure and safeguarded. Then the security managers and

supervisors develop mitigation procedures and measures to mitigate the risks and threats. The


security teams of the NGOs establish a security culture in the organizations to make everyone

is aware of the security measures and procedures (Mike, 2020)

NGO’s Security Leaders

Security and risk management nowadays considered a key vital concern for many

humanitarian organizations. Without satisfactory preparation and risk management, NGOs

take off themselves defenseless to risks and threats and possibly devastating the staff, assets

or reputation. What does it take to be a successful security leader? Whereas the precise part

prerequisites depend on an organization’s specific circumstance, a few central abilities have

risen as basic to a security leader’s success. A compelling security leader will be a key

scholar, learned almost about security management and physical security issues. He or she

will have prevalent communication skills and be able to form decisions rapidly based on the

accessible data, whether in day-to-day operations or in emergency circumstances. It’s

expected that the security leader has both the technical and tactical/operational abilities to do

the work. Strategic and leadership insight will differentiate the fruitful security leaders.

(Bickley, 2017)

In the last decade, many NGOs did not recruit security officers to work full

time, written security approaches and rules and training programs centered on the anticipation

and management of staff's security incidents. Nowadays most of the NGOs have written

security rules, policies and standard operational procedures that all the staff should follow. As

the field grows, it is suitable to see at how humanitarian organizations communicate to field

staff about security issues (Broder,. 2012)


The Security leaders are able to lead the security teams and setup security strategies,

rules, approaches as well as assessing the security risks and threats. Finding the mitigation

procedures and guide the teams to implement them. This encompasses but not limited to

managing security and security policies and plans. coordinate and share the security and

safety responsibilities of the team through sticking the guidelines rules, and plans during the

implementation of activities and programs. Also, coordinate with the security actors and

community leaders in the area of the duty. The security leaders ensure security plans,

strategies, and policies, and guidelines are aligned with the mission, values, and the standard

operational procedures of duty of care for all staff. They report directly any security incidents

concerns that might have an impact on the programs, activities, staff, assets and reputation.

the reporting is including analysis

Coordinating with managers of other departments like logistic, finance and HR to

identify the security needs and in regards to traveling, internal and external risks and threats

management, and security data following including the use of tracking movements and

incidents reporting Systems, to guarantee coordination with all the departments of the

organization. In addition, the security leaders of NGOs the take care of the cultural awareness

and cultural diversity in the context in which they work ( Elizabeth, Lauren and Gilbert ,

Johns, 2010)

Nineveh Province.

Nineveh province is Located in northern Iraq and bordering with Syria, Ninewa is

the third largest governorate in Iraq. Its total area is assessed around 37,323 km2 (8.6% the

overall measure of Iraq) and one of the most populated governorates. The capital of Nineveh

governorate is Mosul city, which is Iraqi is the third-biggest city. The territory is domestic to

the Mosque of the Prophet Yunus (known as Jonah in the Bible), the Fantastic Mosque dating


back to 568 A. D., and the old Martuma church.

Figure1: Administrative Map of Nineveh Province

Telafar, Tilkaif, Al-Shikhan and Akre areas all have disputed boundaries with Duhok

governorate, whereas Al-Hamdaniya locale has the disputed boundary with Erbil governorate

(IAU2010) Some parts of Ninevehgovernorate are considered “disputed territories” as the

Iraqi federal government and the Kurdistan Regional Governemnt (KRG) at the same time

claim possession over certain areas. These issues remain to a great extent unresolved. Ninewa

is formally managed by the Iraqi central government. In Nineveh province the demography is

multi religions, sectors and nationalities.

Security Situation in Nineveh

The security situation in Ninewa started to deteriorate at the beginning of 2004 and

reached its climax 2006-2007 unstable and fragile. Violent attacks and armed groups’

operations have noticeably increased since the highly contested March 2010 national

parliamentary elections, which led to a nine-month political stalemate. It is believed that


many armed groups are seeking to exploit the late government formation in Baghdad, which

left a political and administrative vacuum. It is also thought that a general resolution and

negotiation between the various conflicting factions will increase stability in the governorate.

In general, a lack of central control and administration, particularly concerning issues of

security, threatens to set tensions ablaze in Nineveh. In 2014 ISIS controlled Mosul city the

capital of Nineveh province and then controlled other governorates like Salah Din and Anbar.

July 2017 the Iraqi security forces liberated Mosul. The three year of ISIS control on the and

the military operations that took place to liberate the city led to serious humanitarian crises.

And it became an area for international non-governmental organizations and their activities.

However, Nineveh province is considered as a not safe and secure area for NGOs to work

without security checking and monitoring. Because there are many explosive war ruminants,

ISIS sleeper cells, on the other hand the political disputes in Nineveh province in addition to

the regional conflicts that raised after liberation of Mosul city the capital of Nineveh

governorate. Therefore, the NGOs need an effective management of security in this

governorate to conduct their activities. The main issues for the NGOs to work in this province

are: access to the field, the movement of the staff specially international staff, the in security

and political incidents and their impact on the program and activities, of the explosive war

ruminants and old EIDs.( INSO 2018)

Gaps in the Literature

As this study targets a specific area and combine between two subjects which are

leadership and security management so that it is difficult to find similar subjects or research.

Generally, the NGOs do not use a specific style of leadership rather than the leadership style

of NGOs depends on the situations that the experience during implementation of their

activities. (humentum.org 2020)


Non-governmental organizations in the past decades did not pay attention to developing

leadership, or the developing leadership was not adequate. Nowadays, NGOs started to

develop the leadership as a need to conduct their activities safely and securely (odihpn.org

2010) so, that is why the literature of leadership of non-government organizations.

Conclusion

This chapter views the literature of leadership and security management of NGOs in

northern Iraq Nineveh governorate, it also investigates the leadership theories and models

that used by NGOs and how these leadership styles and theories. In this chapter the current

knowledge and the gaps in this study explored.

The next chapter focuses on the methodology of the research and explains the way in

which the data collected. Also, in the next chapter shows target people, the method of

collecting data and data analysis

Chapter 3

Introduction

Chapter three discusses the methodology of this research and the methods of

collecting data. This chapter target population, who will participate in the process of

collecting data are identified. Chapter three explains the process of data analysis

The Purpose of the study

As it was described in the previous chapters, this study focused on the contribution

of leadership in security management of non-governmental organizations in northern Iraq

with a specific focus on Nineveh governorate in Northern of Iraq. How do NGOs leaders to


manage security and what leadership style they use to manage security and safety of their

staff and assets? Generally, the environment in which NGOs work is instable and lack of

security. Nineveh governorate is one of insecure governorates in Iraq. During ISIS control on

Nineveh from 2014 to 2017 left behind huge security gaps and humanitarian crises.

Therefore, NGOs found the need of humanitarian assistance and at the same time they have

challenges. To provide humanitarian aid NGOs need a professional security management to

protect their staff and properties, reputation.

Research Questions


2 How does leadership contribute to manage security of NGOs?

3 Seek to understand what style of leadership is needed to manage security of NGOs

effectively

Research Design

The researcher used Certain tools and methods to get the detailed answers for the

questions of this research. These tools and methods used for the credibility reliability and

availability of the data that gathered for this research. The method of this research was

qualitative.

The study used the qualitative methodology in order to effectively explain the purpose

of the study and answer the questions of the research in details. The interviews conducted via

Skype or Zoom and thus data collected and analyzed. The target sample was selected by

purposive sampling.

Methodological Design

The study used qualitative methodology in order to better clarify the reason of the

study and answer the questions of the research in details. Subjective research is characterized


as a market investigate strategy that centers on getting information through open-ended and

conversational communication. This method was not as it were around what individuals

think, but moreover why they think so. This implies to discover the reasons behind their

considering explore and analyze them in arrange to understand of the interviewees’

conclusions and behaviors, responses. The subjective research methods permitted for in

profundity and encourage testing and addressing of respondents based on their reactions,

where the interviewer/researcher moreover attempted to get it their inspiration and

sentiments. Understanding how your group of onlookers takes choice can offer assistance

determine conclusion in showcase investigate (Bhat, 2019).

Reliability, Validity and Data Collection

Silverman (2006) stated that the unwavering quality of any investigate is extended

when the analyst illustrates and outline the forms of the hypothesis for the others to take after

and get it effortlessly. additionally, the analyst ought to permit the researcher to get to the

perceptions and strategies utilized for the investigate to get it way better. The accessibility of

the meet direct is additionally thought to extend the unwavering quality of the researcher

In order to reinforce the validity of the subjective investigate, validity more is

additionally vital. Silverman (2006) shows that validity demonstrates to the questions of

whether research is absolutely measured and what was in purposeful to be measured.

Therefore, and in order to improve the credibility of the research, the researcher

implemented the following measures for the interviews:

1.The researcher contacted the NGOs first over phone and explained the purpose of the study

and consent of participation briefly

2.Then sent the Request to conduct a research study to the organization

3.After each NGO agreed to interview its employees, the researcher contacted some of each

organization and explained the process of participation and purpose of the study briefly. After


the accepted the invitation over phone, the researcher a formal email sent to each participant

and the email was including the consent form, interview questions and participation

instructions

4.The participants accept the invitation for participation and by replaying to the email and put

their names instead of their signatures.

6.Then the participant identified the date and time that worked for him or her because the

researcher gave the participants the chance to choose the date and time of the interview.

7. Regarding planning and organizing, the participants reminded 5 hours in advance to be

well prepared

8.The E-mail that sent to participants detailing the interview purpose. Detailed Interview

table pertaining time, date, location, interview duration, grouping, participants coding and

transcriptions pages of each interview.

9. At the beginning of the interview the researcher assured that the information that they

provide only be used for the purpose of this study

10. At the beginning, the researcher greeted them, explained his location and confirmed being

alone in a locked room. In addition, the researcher informed the participant that the interview

would be recorded, and notes would be taken for analysis purpose.

11.The researcher used his personal laptop Dell Brand for recoding the interviews, in his

personal room.

12. Before the interview ends, the researcher reassured the participant that the recordings and

notes would be confidential, and no one will have access except the researcher.

13.Each interview was recoded separately, in a file coded with the code of the participants.

14.The researcher transcribed each interview in a separate Word file coded with code of

participants on his personal laptop


15.The researcher used MAXQDA tool to analyze the transcription of the interviews to get

the groups and codes.

16.The researcher emailed the transcription and its notes of each interview to the participants

to be able to check the accuracy of the transcription.

17.The researcher tracked the time, date, location, gender of each interviewee, and tools of

conducting interviews. The tables of Codebook and Theme Tables will be attached.

For further enhancing the reliability and validity of data, the below mentioned documents are

attached in the appendix:

1. Interview guide that was used during interviews.

2. Informed Consent Form that was signed (names typed) by participants.

3.The E-mail that was sent to participants detailing the interview purpose.

4. Detailed Interview table pertaining time, date, location, interview duration, grouping,

participants coding and transcriptions pages of each interview.

5.Tables of Codebook and Theme Tables.

Target Population and Sample Size.

As the research method was qualitative two groups of people from different eight

organizations who work or have worked for humanitarian organizations in Nineveh

interviewed, this after the consent from the organization that they work for the interviews’

acceptance of the consent form.

Sampling Method

The researcher interviewed those who have security experience with humanitarian

organizations in Nineveh, in order to understand the contribution of leadership in security

management of NGOs and how they have developed or developing the leadership. The

people who participated or interviewed had good background of working with NGOs in

general and security in particular.


Setting

The interviews conducted via Zoom and Skype due to the spread of COVID-19 and

its restrictions. However, the participants were those who worked in Nineveh governorate and

from different NGOs. The researcher conducted the interviews from home while participants

were in different locations at the time of the interview. However, Disassembling. In the

second phase, the researcher uploaded all transcriptions into MAXQDA tool, and each

transcription document t coded with the number of participants' security. The researcher

reviewed the literature review from chapter 3 and the interviews' notes and inserted the codes

in MAXQDA. The interviews w precisely reviewed for coding.

Reassembling. The researcher will create a table and grouped codes and sub-codes that will

be analyzed and disassembled from MAXQDA into patterns. Then, the codes and sub-codes

will become shared patterns. For checking and accuracy, the researcher will revisit all

interviews in MAXQDA to ensure the meanings of codes used by the participants. The

identified themes will help the researcher to discover relations between patterns that could

help reveal answers to the questions of the research.

Target Population and Sample Size

As the research was a qualitative study, only 15 people were interviewed from

different eight NGOs and different locations. The participants were from different

nationalities and ethnic groups. However, all of them used to work in Nineveh governorate,

northern Iraq and had experience related security of NGOs. all of them had security

background and experience. They were grouped into two groups: followers and leaders in

accordance to their job titles.


Sampling Method

The researcher selected a group of people who have security background and

experience with NGOs in Nineveh governorate, in order to gain some ideas and findings

about leadership and security management of NGOs in Nineveh governorate that are not

identified in the literature yet. Thus, the sampling method of the research was selective or

purposive as certain people, locations, and organizations were chosen purposefully for

exploring more information and literature about leadership and security management in

northern Iraq – Nineveh government.

Recruitment

The researcher reached out to two NGOs for permission of minimum 1 employee and

maximum 3 employees to be interviewed. The request first was on phone and then an official

email sent to the office of the organization. The email had full explanation for the interviews

in terms of duration, questions, university, confidentiality policy and the purpose of the study.

Moreover, it made clear that the participation was voluntary. After the approval from the

organization, the researcher contacted one two, or three employees who had security related

experience and after their agreement, the researcher emailed each participant to confirm their

approval and readiness by an official email. The researcher used the same method to recruit

All Participants.

Participants

Groups Participants Code

NGO Code Role Gender

Group1 Managers

P1 NGO1 Leader Male

P2 NGO2 Leader Female P3 NGO3 leader Male

P4 NGO4 Leader Male P5 NGO5 Leader Male P6 NGO6 Leader Female P7 NGO7 Leader Female P8 NGO8 Leader Male


P9 NGO3 Leader Male P10 NGO1 Leader Male

Group 2 Officers

P11 NGO7 Follower Female P12 NGO2 Follower Female P13 NGO6 Follower Female P14 NGO4 Follower Male P15 NGO7 Follower Male

Interviews

Although the participants were from different NGOs and different locations, the same

procedures applied to all in terms of applying confidentiality polices and asking questions.

The same interview questions, interview guide was used with all participants. However, the

responses of questioned differed from one participant from another as they had different

backgrounds. All interviews were conducted in English language. Three five participants

were native English speakers while ten participants were Kurdish and Arabic speakers with

English as third language.

The duration of each interview in interview guide was structured to have 45-50

minutes for each interview. However, the interview duration with each participant was

different from one another. The estimated duration of each interview was between 30 minutes

to 55 minutes. A detailed interview table is attached in the appendix.

Data Protection

As the researcher indicated in “reliability, validity and data” section, the data were

collection through conducting 15 interviews via Zoom and Skype. The interviews were

recorded by Zoom and Skype. The records saved on the personal laptop as well as the notes

that were taken during the interviews with the participant’s and NGO’s code. The names of

participants were coded in this way NGO1 P1, NGO2 P2, etc.


Data Analysis

The researcher used Yin’s Five-Phased Cycle Procedure where data were compiled,

disassembled, reassembled, interpreted, and concluded (Yin, 2016). The researcher used

Yin’s procedure to effectively and accurately analyze collected data in an organized way.

Moreover, the researcher wanted to show the audience that data were properly were collected

and analyzed.

Compiling. In the first phase, after all interviews conducted in English language, the

researcher saved the recordings in his personal laptop, and transcribed the record of each

interview and saved in a Word document. Also, the researcher checked the notes of each

interview that he took during the interviews. The researcher sent the transcription of each

interview to the interviewee by email to confirm the accuracy of the interviews content.

Later, some of participants came back with some additional notes and comments and some

did not come back to the researcher. The transcription Word documents were 15 including 10

leaders 5 followers from all the NGOs. All documents were in three folders named as above

in the researcher’s laptop. Thus, the data were compiled and organized for coding and

analysis.

Disassembling. In the second phase, the researcher uploaded all transcriptions into

MAXQDA tool and organized in order. Each transcription document was coded with the

number for participants' security. The researcher reviewed the literature review from chapter

3 and the interviews' notes and inserted 20 primary codes in MAXQDA. The interviews were

accurately reviewed for coding. Only 17 of the primary codes were found that focused by the

participants. However, participants explored three more codes and each one of these

mentioned several times by participants and, the researcher added the codes that formed by

participants to the main codes. The number of primary codes became twenty. The other

primary codes that were not found by participants were deleted from MAXQDA as the


participants mentioned them few times during the interviews. In addition to the main twenty

codes sixty-six sub-codes were found in collected data. Then the codes became eighty-six

main and sub codes. All codes were saved in the MAXQDA tool.

The researcher viewed the collected data and checked all codes to make sure the data were

accurate. Each of the found codes was repeated more than eight times by the participants. The

researcher saved all codes to Word documents that were in MAXQDA. Then, the researcher

created a Word table for the main codes. Another Word table was created and all codes were

inserted in groups as primary codes and sub-codes. Primary Codebook and Codes Definitions

and Primary Code and Secondary Code Relationships are shown in tables 2 and 3 below:

Reassembling In the third phase, the researcher created a table in Word and inserted codes

and patterns for data analysis. 20 shared patterns were created from the disassembled codes

and sub codes from MAXQDA.

The 20 shared patterns were related leadership and security management of NGOs in

northern Iraq – Nineveh governorate. The researcher created a table and grouped relevant

models for forming themes for more development and analysis of data. So that, seven themes

were formed from twenty patterns. It illustrated that the formed themes enabled the

researcher to figure out relations between patterns that contributed find phenomena that

answered the research questions. Themes to Patterns Relationship are shown in table 4 below:

Interpretation. In the fourth chapter, the researcher revised collected data, findings, patterns

and themes that helped to find the phenomena that answered the research questions. The

collected data explored the leadership models that NGOs use to manage security, the

contribution of leadership in the management of security and the mechanisms that NGOs use


to develop leaders, . Therefore, the researcher reviewed notes and themes, through coding

system in MAXQDA. Also, reviewed all patterns to make sure that the right interpretation of

the data conducted correctly and effectively. Then, the themes interpreted effectively.

Conclusion. In the last phase, the researcher focused on the purpose of the research in order

to understand better how leadership contributes in security management of NGOs in Nineveh

governorate, and used data analysis, interpretation, and findings to answer the three research

questions. Seven themes were formed from the collected data, and it was discovered that they

answer the questions in a compelling way. The researcher used cites of participants from

interviews in arrange to improve the answers that were found. The research discoveries and

their connections to the research questions are completely in chapter 4

Chapter 4

Introduction

Chapter four focuses on data analysis and findings of the research. The researcher

used different ways for data analysis in this chapter. The researcher commenced this chapter

with the purpose of the study, research questions, target population and sample size, data

analysis, sampling method, and setting. Besides this, findings are explained in-depth,

including some tables for better understanding. In this chapter, the researcher used the

collected data and showed how the findings answered the research questions.


The Purpose of the Study

The purpose of this study is to understand better how leadership contributes to

managing the security of NGOs in northern Iraq with a focus on the Nineveh governorate.

Research Questions


2 How does leadership contribute to manage the security of NGOs?

3 Seek to understand what style of leadership is needed to manage the security of

NGOs effectively?

Target Population and Sample Size

The researcher selected 15 participants from different backgrounds in terms of

religion, ethnicity, education and from different 8 NGOs that work in Nineveh. The

participants categorized into two groups based on the job titles as shown in the below table.

All of them have experience in security departments and security positions. However, all

participants have been working or worked in Nineveh governorate, northern Iraq, as the

research was focused on that area due to the ISIS crisis in 2014, and the consequences that

the crisis left behind on the security of the target area. The researcher did a qualitative study,

aiming to explore how leadership contributes to managing the security of NGOs and how the

NGOs develop leadership, in addition, to figure out the most used style of leadership by

NGOs. For better understanding see the below table:

Sampling Method

The people whom the researcher selected for interviews were from different countries

and all of them have worked in the Nineveh governorate. People from different NGOs and

different countries have interviewed to have various ideas and perspectives about leadership


and security management of NGOs in Northern Iraq – Nineveh governorate from different

backgrounds

Setting

Due to the Covid-19 pandemic, the interviews conducted remotely via zoom and

Skype, both Zoom and Skype used for conducting the interviews because some of the

participants did not have the Zoom application. Most of the interviews were done at

weekends because all the participants were employees, and they prefer to be interviewed out

of working hours. Then the researcher conducted the interviews from home alone in his

personal room and using his personal laptop.

Data Analysis

Yin’s five Phased Cycle Procedure was used to analyze the data, where data were

compiled, disassembled, reassembled, interpreted and concluded. It is an approach of five

steps to data analysis to enable the researchers to use this approach to analyze contextual data

(Yin, 2016) In the first phase conduct the interviews and record them, collect data transcript

it. In the second phase the analysis of data started by using the proper tools that the researcher

uses; for example, MAXQDA

Compiling. In the first phase, all 15 interviews were conducted and recorded, the notes have

been taken of each interview, and the records were transcribed into Word documents. Then

the transcriptions are compared to the records to make sure the transcriptions match the

records of the interviews. The transcription of each interview was saved in a separate Word

document and coded with the code number of the participant. The participants grouped into

two groups according to the job titles that the participants hold as shown in the table:1

Disassembling. In the second phase the researcher uploaded all the transcriptions on

MAXQDA, the transcription of each interview was uploaded separately with the code

number of the participant. The researcher input 17 primary codes that are relevant to the


research and interviews questions, however, 3 more codes were found as reviewing the data

of interviews and the number of codes became 20 codes, this is in addition to 66 sub-codes.

So, the total number of the codes in the collected data from the interviews is 86 codes. Each

of these codes was at least mentioned by the participants more than 8 times as an average.

Reassembling. In the third phase the patterns formed from the codes and sub-codes that the

researcher discovered in the collected data using MAXQDA. Nineteen shared patterns

formed, and all are related to leadership and security management of NGOs in Northern Iraq

– Nineveh, and also these shared patterns are related to the answers of research questions and

interviews’ questions. The relevant patterns were grouped in a table in a Word document to

analyze the data more accurately and 7 themes were formed. These themes contributed to

figure out the connections between the patterns that lead to phenomena that answered the

research questions.

Interpretation. In the fourth phase, the researcher analyzed the data of interviews in an

accurate way that answer the questions of the research. Then seven themes formed of the

shared patterns that derived from the collected data. The patterns and themes which formed

from the findings of the interviews contributed to understand the leadership of security

management of NGOs in Northern Iraq Nineveh governorate better.

The theme “Security leaders need to be adaptive to manage the security of the

NGOs” formed by the participants which explained to us how the NGOs manage security.

This theme also answered the two questions of the research, how does leadership contribute

to manage security of NGOs”? And seek to understand what style of leadership is needed to

manage security of NGOs effectively”?

“NGOs develop Leadership through trainings, coaching and experience” This theme

answered the questions about how NGOs develop leaders “Through experience and trainings

we can develop leadership skills” this statement made by participant (P5) this statement


answered one of the main questions of the research questions; “How do NGOs develop

leaders to manage security in Nineveh?” and also one of the interview questions, how do

NGOs develop leadership”? To be a leader know your role, your actions and tasks (Murphy

and Enderle, 1995)

Most of the participants mentioned in their answers the leadership in NGOs can be

developed through experience, trainings and coaching; the participants see that trainings and

coaching will sharpen the management skills and this leads to developing leadership skills.

P6 states, “ NGOs employees can develop leadership after they get the necessary inductions

and trainings about their jobs because they cannot be leaders if they do not master their jobs

first” another participant who is (P11), states in this regard, “each NGO has its own rules and

policies for the jobs and different tasks and roles, and after the recruitment, the employee has

to go through briefing and inductions and maybe trainings to understand his or her tasks and

roles better, then this can be the very beginning for their leadership developments” Leaders

provide strategic planning, new directions, encourage and motivate the followers to develop

them (John, 2006)

One of the formed themes related to the leadership styles that NGOs need to

manage security effectively, and it is revealed by the participants the NGOs need more than

one as it is stated by one of the participants, “NGOs need different styles of leadership to

manage security” because they face different security challenges, different issues in different

circumstances and times” (P3) more than half of the participants have mentioned that for

security NGOs cannot rely on one style of leadership. This was the answer of many of the

participants to the question “Seek to understand what style of leadership is needed to manage

security of NGOs effectively”? and some of them go into more details and stated that

“security leaders need to be flexible and adaptable to lead in different situations and solve

different problems. However, situational leadership and servant leadership are the two


leadership styles that were most mentioned by the participants. This theme the answered one

of the research questions; “Seek to understand what style of leadership is needed to manage

the security of NGOs effectively? Leaders first recognize the need of their followers or

organization and then they use the appropriate style of leadership to respond (Mwai, 2011)

Leaders in hard times should not hide rather than to be close to their followers.

During World War II and when London was bombarded every day, Winston Churchill was

seen in public places every day to ensure his people they are safe, and he is close to them.

(Bill Munn, 2020) so the people in London were in need of a leader to be beside them. The

followers always look at the leader at tough times and wait for how he or she reacts.

One of the essential ways we feel secure and safe is through our associations with

others. As a leader, do all you can to keep a group of individuals bound together and

strengthen the common objectives of the group who work for you. (Tracy,2020) make sure all

the team members are safe and try to bring them together at a meeting point (Bickley, 2017)

Participants have formed a mixed leadership style for security management.

Also, most of the participants have mentioned leaders are humble as a common

characteristic of good leaders, this characteristic was part of most of the participants’ answers

to a question about the characteristics of leaders. In connection to the traits of the leaders,

integrity came after humbling as one of the leaders’ characteristics. Leaders with integrity are

honest with themselves and others (Paine. L.S.1994)

One of the themes that formed from collected data was responsibility, the majority

of the participants see that the security leaders are responsible for the security and safety of

their organizations and colleagues. And one of the participants, (P5) stated “security leaders

have a big responsibility to manage the security of the organization” leadership in the

organizations is responsible for developing the behaviors that lead to the shared goals and

visions and avoid the use of misbehaviors that could impede to reach the shared goals


(Gellerman 1989) “The security mangers and officers, are responsible to develop a security

culture in the organization where everyone can contribute in maintain safety and security of

the organization” (P8). Security leaders are courageous to assess risks and manage them by

taking appropriate actions. However, eight of the participants have mentioned further details

and stated “the security leaders have to collect information as much as they can and then

analyze them and see the possible options before making any decisions”

The participant (P10) Stated “security managers and officers need to be leaders to

manage and solve the issues, because in many cases rules and procedures do no work and

they need to use the leadership skills to manage those issues, for example in Nineveh many

times we are as NGOs security managers and focal points, we face security problems like

access denial and evacuation of the teams from the fields or sites, in such cases, we use our

leadership skills to handle the problems”

Most of the participants believe that the security leaders of NGOs maintain the

security to keep forwarding to the vision and the goal of the organization because if a safe

and secure environment is not provided then the NGOs cannot provide services.

“Security leaders are decisive and independently take decisions in difficult

situations” this is theme formed the participants made through their participation in the

interviews, the participants have shown that through this theme the security leaders have to

be decisive to manage security. Ten of the participants mentioned that “the leaders should be

able to make decisions quickly” This theme formed when the participant answered the

question during the interviews about the characteristics of leaders, leaders take quick steps

when there are threats on the followers and the organization (James F. Border& Eugene

Tucker, 2021)

“Security leaders have the sense of serving others” The sense of serving others is

another theme that the participants formed through their participation in the interviews. Most


of the participants have stated that the leaders have the sense of serving others and specially

when they in humanitarian sectors. Participant (P7) stated “the leaders who work for

humanitarian NGOs are servant leaders because they serve the others” another participant

stated “leaders help, guide, and give feedback to the followers in a way that they followers

feel as if they are serving them not giving orders to them”

Leaders should care about the others respect them, listen to them and help them to

develop (Margie & Kim, 2011) servant leaders serve they followers and help then to grow

professionally and spiritually not the followers serve (Greenleaf, 1977) servant leadership is

a modern model for Non-governmental organizations (Kaldor, 2005)

Concluding. The purpose of the study was to understand better how leadership contributes

in security management of NGOs in Northern Iraq – Nineveh governorate, the findings that

collected and analyzed in chapter four met the purpose of research and the themes that

formed from the collected data answered the research questions.

The theme “NGOs security leaders need to be adaptive to manage security and safety”

revealed that flexibility and adaptability are required to manage the security of the NGOs

effectively, the NGOs need to adapt to the circumstances and accept them.

The theme, “NGOs develop leadership through trainings, coaching and experience”

this theme answered one of the main questions of the research, and also it showed that

leadership can be developed in the context of security management of NGOs in Nineveh

governorate. The participant showed that the NGOs need to provide the necessary trainings

for their staff to be able and well prepared to manage the security of the NGOs.

Through the theme “ NGOs need different styles of leadership to manage security”

relying on one leadership style could not be sufficient to manage the security, NGOs use

more than one style because they face different challenges in different circumstances and


times, and to manage these challenges. Using leadership styles depend on the circumstances

and problems which they face. It added that situational leadership is the most used one and

then the servant leadership.

Participants formed the theme “Security leaders are decisive and independently take

decisions in difficult situations” which revealed that the NGO leaders can take decisions

independently and they are decisive in critical times. “ NGOs’ security leaders are decisive to

manage security because many times we face security issues and we all wait for the security

managers and officers who are security team to take the right decisions” stated by participant

(P12) And another participant (P14) stated, “ security leaders need to be independent and

neutral in managing security issues because in Nineveh there are many security actors and

diverse ethnic groups and religions live in the area” (P13) These statements that the

participants made illustrated that security leaders should be brave to make decisions and

endure the responsibility of consequences of their decisions.

The theme “NGOs leaders have the sense of serving others” this theme showed that the

NGOs leaders can be different from other leaders because they have the sense of serving

more than the others because the environment in which they work is a humanitarian

environment in which they serve the vulnerable.

“NGOs leaders have the sense of serving the others” sense of serving others was

another theme revealed by the participants showed that security servant leadership is another

leadership style that NGOs use to develop leadership. The leaders help the followers and

support them, direct and guide them to learn and behave in proper behaviors. Also, NGOs use

servant leadership because they serve others and provide aid to them. The leaders who work

in the NGOs are humble and honest, “my manager always tells me that I am here to help and

support you to be developed and to be able to lead” (P4)


" Leaders serve first” this is the perspective from which servant leaders should

lead; they first serve the others. This is to make sure the needs of the followers are met first

and served (Greenleaf Robert K. 1977) Servant leaders do whatever goes in the favor of the

followers and avoid whatever does not go in the favor of their followers, this leadership style

can be adapted in many different cultures. On the other hand, the followers feel more

comfortable with the servant leadership style (Greenleaf, 002).

The participants formed the theme, “Security leaders are effective communicators

and proactive” which discovered that security leaders need to be good communicators and

proactive to manage the security of NGOs. The security leaders of NGOs have to be

proactive analytic to assess the context in which they work. The context analysis is very

important for the NGOs before starting any activities. Effective communication enables the

security leaders of NGOs to build relationship networks. These network relationships help

NGOs to analyze security context and identifying the risks and threats. Participants

demonstrated that effective communication is needed to figure out what is going on around

you and proactiveness is required in security because leaders have to know how to mitigate

the risks.

The theme, “Security leaders lead the others toward shared goals of the NGOs” the

idea behind this theme is that the leaders of NGOs lead the others toward the goals and the

vision of the organization, without effective management of the security the NGOs cannot

reach the shared goals.

“The leaders should direct their followers and give clear tasks and support them to achieve

their tasks in a successful way” (P1) Leaders inspire the followers to keep high work

performance to reach the shared goals and visions of the organization.( David, 2014)


Leading toward shared goals means directing, setting goals and task orientation, the leaders

should provide their team members with information that they need (James, Felix and

Namita, 2016)

Conclusion

The purpose of the study, research questions, target population and sample size,

sampling method, setting, and data analysis process were re-explained and introduced.

However, the data analysis process and findings were focused on or given more details. For

data analysis, Yin’s Five-Phased Cycle was accurately used.

The findings were explained in a detailed way for how the research questions and

purpose of the study were met. The study formed 7 main themes from collected data. The

themes showed the leadership styles and practices used by the leadership of NGOs to manage

the security of NGOs in northern Iraq - Nineveh governorate, also the means and

mechanisms that NGOs use to develop leaders and the contribution of leadership in managing

the security of NGOs effectively discovered. Thus, it was found that to manage the security

of NGOs in Nineveh governorate effectively requires different leadership styles and security

leaders who are courageous, proactive, quick decision making, adaptive, having the sense of

responsibility, aware, effective communicator, analytic and to be able to respond effectively

lead the others.


Chapter 5

Introduction

This chapter discusses the results or findings of the data analysis in chapter four.

This chapter discusses the themes that formed in chapter four in detail and shows how these

findings can contribute to the management of security of NGOs. This chapter also studies the

limitations practical implications of the study in addition to the conclusions of the study.

Discussion of Results

This study investigates the contribution of leadership and Security Management of

NGOs in Northern Iraq – Nineveh Governorate. To understand the contribution of leadership

in security management of NGOs in Nineveh governorate better, fifteen employees from

different eight NGOs were interviewed. Participants were from different nationalities and

cultures, and this diversified the ideas and perspectives about the leadership of NGOs and

security management All the participants have a security background and occupied security

positions of NGOs that have worked and have been working in Nineveh governorate. The

structure of the interviews’ questions and the inputs of participants enriched the findings of

this study and make clearer for the audience the role of leadership in the security

management of NOGs.

Eighty-six codes were revealed from the collected data, and the codes formed 20

patterns that relevantly grouped and created seven themes. These seven themes answered the

questions of the research and fulfilled the purpose of the study. The themes are explained

below one by one to understand better how each theme answered the research questions and

fulfilled the purpose of the study.

Theme1: Security leaders need to be adaptive to manage the security of the NGOs


Participants discovered that the security leaders of NGOs need to be flexible and adaptive

with situations and accept them to manage the security of the NGOs effectively. Because the

reactions and decisions of the leaders affect the organizations and its programs. On the other

hand, the NGOs work and coordinate with different actors and people from different

backgrounds, and to get acceptance from those actors flexibility and adaptation are required.

Participants provided several examples about the different security actors in the areas where

they operate and specially at check points and access issues. Patience and flexibility were two

key successful tools for negotiations and getting acceptance from those security actors and

their rules. Because each actor has their own rules, and they were changing the procedures

too much.

Theme 2: NGOs develop leadership through trainings, coaching and experience

Participants showed through this theme how NGOs develop leaders and through what

mechanisms. They revealed that NGOs can develop leadership and leaders by providing

trainings and coach the staff, and the participants added that NGOs leaders can develop

leadership skills through work experience. Most of the participants stated that leaders and

specially security leaders can gain skills and sharpen their leadership traits. However, the

NGOs employees cannot be leaders unless they master their job. Mastering work is one of

the key tools of leadership.

The employees of NGO s specially the security managers and officers need to go

through trainings and inductions that will enable them to understand their roles and duties

better. (Shaun, 2010) Understanding the context and the culture in which the NGOs work is

very important for leaders, therefore, the security leaders need to have good knowledge about

the environment of the work and the work as well. This can be either through trainings and

orientation briefing or experience.

Theme 3: NGOs need different styles of leadership to manage security.


This theme formed as participants when they answered questions about the style of leadership

that NGOs need to use to manage security effectively. Most of the participants demonstrated

that NGOs cannot depend on one or a specific leadership style, while they need more than

one style of leadership to manage the security of the staff and organization effectively.

However, the most mentioned leadership by participants are situational leadership and

servant leadership and situational leadership was mentioned more than servant leadership

(Zaccaro, 2007).

The majority of the participants believed that leadership styles are based on the

circumstance in which the problems occur or in which they work. Participants added that

specific leadership models can be used for specific circumstances, but situational leadership

is used much in managing the security of NGOs since they face unexpected challenges.

Through sharing some examples of their daily work challenges the participants showed that

successful security leaders need to use different leadership models to manage the security of

NGOs effectively. One of the examples showed that working for the communities who

experienced War and unstable circumstances is very complicated and to get acceptance to

work there is not easy (Kendra, 2020)

Theme 4: Security leaders are decisive and independently take decisions in difficult

situations

Through this theme, participants revealed that security leaders need to be decisive to manage

the security issue properly and satisfactory manner. Participants proved by their answers

decisiveness and independence are two key tools for security leaders during their negotiations

with the authority and security actors because in many cases and during negotiations they feel

obliged to answer some of the questions and requests made by the authorities and security

actors. Such requests and questions need immediate answers, and any wrong answers and

misinformation could lead to critical consequences.


The leaders should react to the threats and challenges independently because they cannot

involve or share the others in the process of decision making. On the other hand, the

followers look at the leaders what they guide them, and to where they direct them.

Theme 5: NGOs leaders have the sense of serving others. Participants repeated the phrase

sense of serving others more than 19 times, during the interviews, referring to that leaders

should serve others first, help them, support them and guiding them. More than 10 of the

participants mentioned that NGO leaders help others to develop and master their job give

positive feedback whenever it is needed. This theme showed one of the leadership styles that

NGOs use. NGOs leaders are different because they have shared goals and vision which are

helping and supporting the people in need and the vision and goals are humanistic.

Participants added many good characteristics to those leaders such as humble, helpful,

supportive and patient. This theme demonstrated the process of how leaders serve others

within the structure of NOGs, first NGOs’ leaders support and build the capacities of their

teams and provide what they need to be able together to support the vulnerable communities

Security leaders play vital roles within the teams or groups in directing, guiding, this is much

related to the context and the environment of the work, the security leaders are responsible to

provide their teams and organizations with all necessary information regarding security

context. This theme also showed that to serve other leaders need to listen to their followers,

help them to develop.

Theme6: Security leaders are effective communicators and proactive. Participants

identified proactiveness and active communication as two key skills for security leaders to

manage the security of NGOs effectively. It is required from security leaders to build

relationships and coordinate with different actors to manage the security of the organizations

effectively. networking helps the security leaders to assess the threats and analyze the risks.

Participants revealed that security leaders should understand the context in which they work


and assess the threats and risks that could impact the operations and the activities of the

organization, then based on the assessments that security leaders conduct, they put some

mitigation measures to mitigate those risks take the final decision based on the results that the

security leaders provide to the leadership of the organization. The security leaders step the

very first steps for any projects for any area, in other words, they find the way for the

organization to work. (Broder, 2012)

During the discussions, participants revealed that security leaders need to communicate

with internal and external stakeholders effectively to manage the security of the NGOs

correctly, and also, they claimed that the security leaders should be proactive to assess and

analyze any risks.

Theme 7: Security leaders lead the others toward shared goals of the NGOs. Here in this

theme, the security leaders are described as pathfinders to shared goals and the vision of the

organization (Bickley, 2017) Organizations need security leaders who are aware of whatever

matters to the organization and its goals and values, and analytic to manage security

satisfactory way. Participants enthusiastically brought the matter of security assessments to

discussions during the interviews because they believed that the security assessments are the

first things that NGOs do at the very beginning of their work, before starting any activities or

projects. Then the NGOs much rely on these assessments whether they operate in the area or

not and the final decision is based on the results of the security assessments.

Practical Implications

NGOs can use different models of leadership to manage security in an effective way,

the use of leadership style depends on the challenges that they face and the circumstances.


Nevertheless, this study showed that the most two used styles of leadership are situational

leadership and servant leadership. NGOs use situational leadership to manage security

challenges according to the circumstances in which the challenges occurred, leading security

of the organization in different situations. While NGOs can use the servant leadership model

to develop the staff and develop the leadership within the organization. NGOs also use this

style because they support the vulnerable people and provide aid to them, so that is why this

model of leadership is used by NGOs.

During the interviews, most of the participants notably showed that their world

favored leader is Nelson Mandela and when they been asked why, they answered that

because Mandela was able to make changes and lead peacefully, he was serving his

followers. This means leaders support and serve others to become leaders.

Another practical implication that this study explored is that NGOs can develop

leaders through the trainings that they provide for their staff work experience. These trainings

should be conducted when the newly employed staff arrive at the organization. They cannot

be leaders if they do not understand their roles and tasks.

Limitations of the Study

The interviews were conducted via Zoom and Skype due to the restrictions of

Covid19, both Zoom and Skype were used to conduct the interviews because some of the

participants do not use Zoom and they preferred to use Skype. The interviews took more time

than the researcher expected to finish all the interviews for one week, but because most of the

participants were working for NGOs they preferred to be interviewed during weekends.


The research was targeting leadership and security management of NGOs in Northern

Iraq Nineveh governorate, and targeting such specific areas was a challenge for the researcher

because no research or studies have been conducted before about such topics and areas.

Liking leadership to NGOs and the security of NGOs itself was a challenge because it is

difficult to find relevant sources.

All participants were from NGOs and worked or have worked in Nineveh governorate,

and they formed two groups according to their job titles. So, some of them were managers

and considered as leaders and some others were officers and considered as followers. Then

the study is limited to those who have work experience with NGOs in Nineveh governorate

and their experience especially security related experience. However, participants were from

different NGOs and different cultural backgrounds, and this made the findings more reliable.

However, there are no previous studies and research in this field to compare the

findings and results of this study to the past studies and researches.

Recommendations for Further Research

Further research can do a quantitative study and include more participants to cover a

larger population and include more perspectives and experiences. This would help to explore

different ideas and perspectives to better understand the leadership and security management

of NGOs in northern Iraq – Nineveh governorate. This will explore more findings. In this

study, only two groups participated and all of them were from NGOs. Future studies can

conduct the interviews in person to enable participants to engage and interact with the topic

more.

Leadership and organizational culture will be an interesting topic for further studies

and research in northern Iraq since many ethnic groups and religious minorities live in this

geographical area and many NGOs work in this area.


Conclusion

Leadership and security management of NOGs in northern Iraq – Nineveh

governorate, under this title this research study conducted to understand better the

contribution of leadership in the management of the security of NGOs in Nineveh

governorate. The study examined the leadership and how it contributed to the management of

the security of NGOs in Northern Iraq – Nineveh governorate through interviewing fifteen

participants from different eight NGOs that have worked in Nineveh governorate. All the

participants have a security background and work experience in Nineveh governorate.

During the participation of the participants in interviews that consisted of eighteen questions,

they answered the research questions. The findings and data that were collected in chapter

four answered the research questions and met the purpose of the study. The results of this

study confirmed that leadership effectively contributes in the management of the security of

NGOs. the findings of this study also explored that NGOs use different styles of leadership to

manage security in different circumstances. On the other hand, the results of the research

approved that leadership in NGOs can be developed through experience and training To

understand the purpose of the study better and answer the research questions fifteen

participants from different eight NGOs that have worked in Nineveh governorate were

interviewed. The data collected that during the interviews was analyzed in chapter four and

primary codes and sun codes formed, and from these codes, patterns formed and then themes

formed as results of this study.

In chapter five the results of the study are discussed, and implications and limitations

of the research are identified, in addition to the recommendations for further researches.


This chapter discusses the findings and collects data in chapter four in details and

explored the limitations and implications of the study. The findings of the study explored that

NGOs use different leadership styles to manage security and effectively in different

circumstances and for different challenges. Situational leadership and servant leadership are

identified as the most two leadership styles that NGOs use to manage security. (ifrc.org 2015)

NGOs can develop leadership through providing the trainings that enable the

employees to master their job and perform in a better way. Trainings sharpen the skills and

leaders need to be skilled to lead. The NGOs, first of all, provide trainings and orientation

about the job and roles and tasks because it is essential for the leaders to understand their

roles tasks and the others’ as well. Experience also one of the tools that this study identifies

as a developing tool for developing leadership. (Knox, 2013)

Moreover, the security leaders should be active communicators and proactive to

manage the security of the NGOs because they need to understand well the context in which

the NGOs work and proactively assess any threats. Security leaders need to be analytic to

analyze the risks and provide awareness to the staff of the organization

This research confirms that leadership could vitally contribute to the management of the

security of NGOs through preparing leaders and empowering them with the leadership skills

necessary trainings. (Goleman, 2002)

In addition to the above, the study explored that the leaders of NGOs are humble,

honest, flexible, proactive listen to the followers, help and support the followers.

.


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Appendix A

Request to Conduct Research Study to the NGOs

Date Name of Individual Name of Company Address of Company Dear Sir, RE: Request to Conduct Research Study I am writing to request permission to conduct a research study at your organization. I am currently enrolled in the Masters of International Management Program at LCC International University in Klaipeda, Lithuania, and I am in the process of writing my Master’s Thesis. The study is entitled Leadership and Security Management of non-Governmental Organizations in Northern Iraq – Nineveh Governorate. The purpose of this study is to have a better understand on leadership and security management of NGOs in northern Iraq Nineveh governorate.

I request your permission to recruit five employees from your organization who their positions are below to anonymously complete interviews. I am attaching a copy of the interviews’ informed consent form and guide for your review. The participation in this study will take approximately 45-50 minutes for each participant. Those who volunteer to participate will be asked to give their consent either in writing, verbally, or electronically depending on the method of contact with the participant. If your approval is granted, participants will complete the interviews the informed consent and interviews’ guide will be given to the participants by email via. The survey results will be pooled for the thesis project, and individual results of this study will remain completely confidential and anonymous. Should this study be published, only pooled results will be documented. No costs will be incurred by either your organization or the individual participants. Your approval to conduct this study will be greatly appreciated. If you have any questions, you may contact me at my email address [email protected]. You may also contact my Thesis Advisor Dr.Idlir Proseku at [email protected]. If you agree, please sign below and return the signed form by email via. You may also submit a signed letter of permission on your institution’s letterhead acknowledging your consent and permission for me to conduct this interview study at your institution. Sincerely, Khalaf Ali, researcher M.A. International Management LCC International University, Klaipeda, Lithuania


Appendix B

Official Email to All Participants

Dear participant, I am Khalaf Salih Faris from Sinjar- Iraq, I am studying Master of International Business Management at LCC International University in Lithuania. Currently, I am doing my thesis which is entitled Leadership and Security Management of NGOs in Northern Iraq - Nineveh Governorate. The purpose of this study is to understand the contribution of leadership in security management of NGOs in Nineveh governorate Therefore, your participation in this research study could add valuable contribution to explore the purpose of this study and figure out the findings that could answer the research question. I would like to inform you that participating in this research is voluntary and your personal information will remain confidential and for further confidentially they will be deleted after the completion of this research. The information that you provide will be used only for this study. Your participation and support are highly appreciated The below is the agenda of the interview •Please choose the date and time that work for you, in case you decided to participate. •The interview will be via Skype or Zoom. Whichever you prefer. •The interview will take 45 minutes to 50 minutes maximum of your time unless you want to spend more. •No names will be mentioned in the thesis. Please let me know if you would like to participate in this research study, as soon as you can. The consent letter is attached! Please find it, read it and sign it and send it back to me in this email if you decided to participate. Looking forward to hearing from you.

Khalaf


Appendix C

Informed Consent Form Dear participant,

This study is for the master’s thesis research in International Business Management at LCC International University in Klaipeda, Lithuania. The title of my research is leadership and Security Management of NGOs in Northern Iraq-Nineveh Governorate. The purpose of this study is to have a better understanding on leadership and security management of NGOs in northern Iraq-Nineveh Governorate. Your opinions and experiences are very important and they may help me to have a deeper understanding of leadership and security management of NGOs. The purpose of this study is to understand better how leadership contributes in managing the security of NGOs in northern Iraq with focus on Nineveh governorate. Also, to discover how NGOs develop leadership to manage security of the NGOs and their staff. I am conducting these interviews with those who have security related experience with NGOs to discover the aforementioned points. Participation in this study is completely voluntary. You are under no obligation to participate in the study and, if you do decide to participate, you may stop at any time. There will be no consequences for deciding not to participate or for deciding to stop participation in the study. There is no cost to you to participate in this study research project.

If you decide to participate, you will be asked to participate in an interview and answer 18 short questions which will take about 45-50 minutes to complete. The information you provide during your participation in this study will remain confidential, the interviews will be recorded and stored on my personal laptop which is protected with a password, and no one will have access to laptop except me. All the data whether electronical or papers will be deleted and shredded immediately after the completion of the research 8/31/2021. The information you provide will not be shared with the leadership of your NGO. The results of the study will only be reported in aggregate form and no identifying information will be released. To further safeguard your confidentiality, please do not write any identifying information about yourself and your organization such as your name and title, the name of your organization when you accept the consent. Codes will be used for the interviews like; org1, Interviewee1, org Interview2…. The information you provide during the interview will not be used for any purpose outside the frame of this research project. All the collected data will be destroyed by deleting any voice records and electronical data will be deleted and papers will be shredded after completion of the research by 8/31/2021.

Participation in this study does not involve any risk. You are not asked to travel anywhere; interview can participate in your office or at home on via skype or Zoom meeting.

This research project will be conducted by Khalaf Salih, as part of master’s thesis research at LCC University, Klaipeda, Lithuania. The thesis advisor is Idlir Proseku, Doctor of strategic leadership (DSL), email address: [email protected]. If you have any questions or concerns regarding this research project, please contact Khalaf, +9647507057012, [email protected] Thank you for your time.


Name, signature of student researcher, date

I, ________________consent to participate in this research.

_________________________________________________ Signature of participant/date


Appendix D

Participant’s Instructions Form

I will reach out with the participants on the phone and explain the following for them; I am Khalaf Salih Faris from Sinjar – Iraq, I am studying master of international business management at LCC International University in Klaipeda, Lithuania, and currently I am doing my master’s degree research. The topic of my research is leadership and Security Management of NGOs in Northern Iraq – Nineveh Governorate The purpose of this study is to understand how leadership contributes in the security management of NGOs in northern Iraq with focus on Nineveh governorate. It will be interesting to interview some NGOs’ staff who have experience in the security sector to understand the contribution of leadership in management security of NGOs since I have been working in the security field of international NGOs, I know how leadership is effective in the management of NGOs. Your opinions and experiences are a very important because they will help me to have a deeper understanding of leadership and security management of NGOs. I am trying t understand the role of leadership within the NGOs and how they develop leadership to manage security of the NGOs and their staff. I am conducting these interviews with those who have security related experience with NGOs to understand the points that have mentioned above. Then you can decide the suitable date and time for the interview. participating in this study is totally voluntary there is no cost to you to participate. Your personal information and the information of your organization remains confidential and will not be shared with anyone. I will give a code to your name and your organization’s name. The participants are not required to travel to anywhere, the interviews will be conducted via skype or zoom due to Covid19 pandemic. If you are interested to participate, the interview will take 45 – 50 minutes, you will answer 18 questions. I will use my personal laptop to record the interviews, no one will have access to these records except me then they will be deleted after the researched is completed by 8/31/2021 and all papers will be shredded. The recordings and informed consent forms of each participant will be saved according to the number of the participants for example participant 001, participant 002 in a separate folder on my personal laptop and these folders will be deleted after the research is completed.


Appendix E

Key Interview Questions - 2021

Name of the Data Collector:

Date of Interview: / /2021

Participant’s Code: 01

Province: Nineveh

1. Tell me about yourself and your position in this organization.

2. How many individuals do you supervise?

3. What are some differences between working for non-governmental organization and

governmental organizations?

4. Everyone one experiences and defines leadership in different terms and ways, how do you

define leadership?

5. In your opinion, what are the most important characteristics leaders should have?

6. Who is your favorite leader of the world leaders? And why?

7. What type of leadership that are below do you think NGOs use most and why?

1 Servant leadership, 2 situational leaderships, 3 transformational leadership, 4 behavioral

leadership

8. How does your NGO develop leadership?

9. What style of leadership do you use most to do your job in a satisfactory way?

10. How has your leadership style developed from when started to now?


11. Does your NGO provide learning and training programs for employees to develop leadership

and leaders? And how have they contributed in developing leadership? What kind of training

do you think you will get benefit from?

12. What characteristics differentiate Security leaders from other leaders?

13. What is the relationship between security leaders and followers?

14. As a leader, what are your values?

15. What do you do when your organization has a security problem? How do you handle it or

contribute to handle it?

16. How should leaders respond in difficult situations?

17. What kind of followers are needed in security leadership?

18. How do you build trust between you as a leader and your followers?


Appendix F

Primary Codes to Secondary Codes Relationships


Primary Codes Secondary Codes

Adaptability Flexibility, adjustability, suitability

Shared goal Spirit of team, working collectively

Listening Opportunity to speak, paying attention, hearing

Assessment Evaluation, judgement,

Responsibility Emotional inclination, maturity

Quick action Rapid action, immediate response, urgent reaction

Effective communication

Making sure the message sent and received clearly, report about any issue, give chance to the others to talk and listen to them

Decisiveness Resoluteness, efficient act, quick response, take the responsibility of decisions

Bravery Courage, baldness, fearlessness, able to say no and accept criticism, apologize when make mistakes


Leading people in specific situations, handling specific problems

Mixed leadership

Servant leadership, situational leadership, transformational leadership is needed for managing security

Proactiveness Analytic, paying attention to details, awareness Vision Planning, strategic thinking, setting goals Sense of serving others

Support, help, cooperate, volunteer

Trust Integrity, tell the truth, tell the followers what you can do and what you cannot

Servant leadership

Help, support, empathy, passionate

Integrity Honest, helpful, empathy, compassion Development Learning, training, coaching, feedback, Vision Strategic planning, evaluate, follow up performance Analytic person Analyze, collect information, analyze options


Patterns Primary Codes Sub codes

Security management need flexibility, adaptability and

acceptance

Adaptability Flexibility, adjustability, suitability

Security leaders lead the followers to the shared goal

Shared goal Spirit of team, working collectively, motivate

Leaders listen to followers Listening Opportunity to speak, paying attention, hearing

Security leaders constantly assess the risks and threats

Assessment Evaluation, judgement, assessing

Security leaders responsible of maintain security

Responsibility Duty, rights, protection

To manage emergency cases, quick actions are needed.

Quick action Rapid action, immediate response, urgent reaction

NGOs’ security leaders communicate effectively

Effective communication

Direct, guiding, explanation

Security leaders are decisive to independently take decisions in

difficult situations

Decisiveness Quick response, take decisions, reactions

Security leaders manage risks and threats fearlessly

Bravery Courage, baldness, fearlessness, accept criticism, apologize

NGOs use different styles to manage security

Mixed leadership

Servant leadership, situational leadership, transformational leadership

Leaders should be aware of what is going around and assess it

Proactiveness Analytic, paying attention to details, awareness

Security leaders serves and support those who trust them

Sense of serving others

Support, help, cooperate, volunteer

NGOs’ leaders are transparent, and honest with followers

Trust Integrity, truth, honesty

Many NGOs use servant leadership style

Servant leadership

Help, support, empathy, compassion

Security leaders are honest and humble

Integrity Honest, helpful, humble

Leaders help others to develop development Learning, training, coaching, feedback,

Leaders have visions and stick to it.

Vision Strategic planning, evaluate, follow up performance


Security leaders collect information and analyze them

before taking decisions

Analysis Analyze, collect information, analyze options

NGOs use situational leadership to handle security problems


Immediate actions, specific steps, manage


Appendix H Themes to Patterns Relationships

Themes Patterns

NGOs security leaders need to be adaptive to manage security

1. Security management need flexibility, adaptability and acceptance

2. To manage emergency cases, quick actions are needed

3. Security leaders should be ready for managing unpredictable situations and solve unexpected problems

Security leaders lead the others toward shared goals of the NGOs

4. Leaders lead and direct the followers toward a shared goal.

5. NGOs’ leaders give clear instructions and rules to the followers

6. Leaders have visions and stick to it.

Security leaders are decisive and independently take decisions in difficult situations

1. Security leaders constantly assess the risks and threats

2. NGOs need leaders who are able to take decisions quickly

3.

4. Security leaders are brave to manage risks and threats

5.

NGOs leaders have the sense of serving the others

1. The leader serves and support those who trust them

2. NGOs’ leaders are transparent, and honest with followers

3. Many NGOs use servant leadership style

4. Leaders listen to followers

5. Security leaders are honest with followers

6. Leaders help others to develop

Security leaders are effective communicators and proactive

1. Security leaders collect information and analyze them before taking decisions


2. Leaders should be aware of what is going around and assess it

3. Share others in making decisions

4. Involve others in the plans and actions

NGOs develop security leaders through trainings

1. Leadership skills enable security leaders to manage provisionally,

2. NGOs provide trainings to develop leadership skills

3. NGOs need different styles of leadership to manage security

NGOs need different styles of leadership to manage security

1. Servant leadership

2. Situational leadership

Documents

Leadership and Security Management of NGOs in Northern Iraq