Leadership within organisations extends beyond the decisions made by those at the top, encompassing how responsibility is delegated, whose ideas are valued, and who is supported to advance professionally. Ali Turki al-Sobai, Chief Operating Officer of the Education Above All (EAA) Foundation, recently emphasized this broader view of leadership in a discussion on the importance of empowering future leaders as part of institutional development.
Al-Sobai highlighted that a key responsibility of leaders is to create conditions that allow others to lead. This involves recognizing potential, providing opportunities to take on responsibilities, and allowing individuals to learn through their own decision-making processes. He noted that investing in people for the long term is crucial, particularly in organisations dedicated to addressing complex social issues like education, development, and humanitarian work, which rely on teamwork across diverse expertise and adaptability at local levels.
At Education Above All, which operates in Qatar and internationally to expand access to quality education and economic opportunities, this philosophy is reflected in a focus on developing capable professionals who understand and can advance the organisation’s mission. Al-Sobai stressed that while strategies and systems are important, human capital remains central to sustained impact.
The conversation on developing national talent is particularly relevant within Qatar’s broader national agenda. As the country pursues the Qatar National Vision 2030 and seeks to transition towards a knowledge-based economy, building institutional capacity through supporting local professionals is essential. Organisations bear the responsibility to create experiences, exposure, and career pathways that allow Qatari professionals to advance into leadership roles.
Meaningful empowerment for Qatari professionals encompasses access to professional development, cross-functional experiences, opportunities to address complex challenges, and clear routes to greater responsibility. Leaders, in turn, must be intentional about identifying potential early, providing mentorship, enabling contribution, and ensuring progression is merit-based, combining capability, commitment, and performance.
Al-Sobai described how the role of leaders evolves as teams become more capable. Instead of having all the answers, effective leaders focus on asking the right questions, removing obstacles, and enabling others to make informed decisions. This approach also supports institutional resilience by fostering succession and development planning well ahead of transitions.
At the same time, employees have a role in actively embracing opportunities, demonstrating curiosity, accountability, and the confidence to tackle tasks beyond their current experience. The strongest organisations, he noted, are those where leadership and staff engage in a reciprocal relationship of opportunity and ownership.
Al-Sobai was recently recognized with the Leadership Excellence Award at the inaugural Himmah: Qatar Private Sector Nationalisation Award, while Education Above All was named a Leading Entity in Nationalisation. He views these honours as a reflection of collective efforts and a reaffirmation of the importance of ongoing investment in national talent.
Ultimately, al-Sobai concluded, leadership’s true measure lies in enabling others to succeed. Building institutions capable of long-term impact requires cultivating people prepared to lead, an endeavor demanding patience, trust, and a commitment to giving others space to grow.