Simon Welsh
Mr Simon Welsh is a Master of Business Psychology student at Heriot-Watt University in Dubai and a seasoned executive with over 25 years of leadership experience spanning telecommunications, retail, and hospitality. Known for his strategic approach, Simon has successfully led digital transformation and change initiatives, advanced omnichannel strategies, and driven customer-centric innovations to optimise operational efficiency and engagement. His expertise in market expansion, data-driven decision-making, and fostering inclusive workplaces has consistently delivered measurable value across complex, multicultural environments.
Combining academic insights in psychology with extensive industry experience, Simon empowers Dubai’s diverse workforce leaders to develop a growth mindset, overcome limiting beliefs, build resilience, and elevate their leadership capabilities. His dual expertise in business operations and psychology enables him to provide a unique perspective on workplace well-being and the challenges of leading teams in dynamic, rapidly evolving settings. Simon’s commitment to fostering high-performing, inclusive teams and practical insights into organisational change make him a valuable advocate for effective, culturally responsive leadership.
Workplace Well-being at the Crossroads of Cultures: Understanding Managerial Experiences in the UAE's Diverse Work Environment.
It is increasingly well-known that managerial wellbeing is crucial for productivity, performance and job satisfaction. However, there is a lack of research on how cultural diversity affects managerial well-being. This is especially important in settings such as the UAE, a unique multi-cultural environment with multiple nationalities working across several industries. One particular area of note in the UAE is the semi-government sector, a mix of public and private-sector practices characterised by a diverse workforce. There is a lack of research on well-being in this setting, and it also offers an ideal setting to research how cultural diversity affects managerial well-being more broadly.
In this presentation, we present insights from a qualitative study examining how cultural diversity shapes managerial well-being in the UAE’s semi-government sector. This research explores the impact of navigating evolving cultural expectations in multicultural environments based on qualitative interviews with ten managers with individualistic (self-focused) and collectivist (group-oriented) orientations. Emergent key themes include cultural adaptability, trust, psychological safety, and challenges from localisation pressures and hybrid sector demands. There were differences in well-being priorities for managers from individualistic versus collectivist cultures, with individualistic managers prioritising autonomy, personal achievement, and direct recognition, while collectivist managers value group cohesion, community support, and relational stability. Findings also highlight a gap between organisational values and managers’ experiences, underscoring the need for culturally adaptive well-being practices that balance organisational goals with diverse employee needs.
The presentation raises awareness of the cultural factors shaping managerial well-being and invites discussion on inclusive practices. By providing an adaptable model for use in the UAE, GCC, and other multicultural settings, it contributes to the broader discourse on change in business psychology.