Short-term and freelance work – the so-called gig economy – doesn’t sound like the sort of employment that would thrive in the UAE. For years, the only people who could get visas were those who had a job offer – a secure source of income, from an employer who will pay for your health insurance and give you a gratuity when you leave.
But times have changed, and these days not only is it possible to get a freelance work permit, but there are thousands of people living here who are ready and willing to take on short-term, temporary work. The bulk of these are people living here with others — the spouses and children of residents, and also students. I have 5,000 students under my care at Heriot-Watt University Dubai and all of them are allowed to work. Plus, in 2021, the UAE government announced that teens — Emiratis and expats — aged between 15 to 18 years old and residing in the country can get a work permit, valid for a period not exceeding one year.
The gig economy’s emergence in the UAE can be attributed to several factors, including technological advancements, changing consumer behaviours, and the desire for greater flexibility among workers. The pandemic also saw a shift in how people preferred to work, some due to necessity and some due to choice. More companies are now looking to hire freelancers as it offers flexibility to both the company and the individual.
Globally, this is big business. While transportation services account for more than half, the global gig economy accounts for up to 12 percent of the labour market, according to Data from The World Bank, and research from Staffing Industry Analysts estimates that the gig economy generated $5.4 trillion in revenue in 2021. In 2022, approximately 36 percent of the American workforce embraced the role of independent contractors, as per research by Statista.
What does leadership look like in the gig economy? If you are to be a leader of one or more people who you do not know and possibly even have never – and never will – meet in person (much of the work is done remotely) then how should this affect your leadership style? How can you get results?
Personally, I think a lot can be learned about leadership in the gig economy from watching a cabin crew team working under their leader on an Emirates flight. The airline now employs 21,500 cabin crew and will recruit another 5,000 this year. 1,180 of those are pursers, the crew who are leaders, who oversee the whole team (roughly 16-20 people) on an A380. Selecting 16 people from 21,500 for a flight means that it is almost a certainty that the team will never have met each other until an hour before, and the purser will have to lead them in the seamless service that the airline prides itself on.
I have probably seen rather too many Emirates flights of late, as my travel schedule has taken off, but I never fail to be impressed at the way the purser always delivers clear and effective leadership of a bunch of strangers for a limited period of time. They might not be freelancers, but the principles applied to leading those you don’t know are very similar.
Here is how those pursers ensure that the team works well for them, and delivers the passenger experience and safety:
Communication: It is essential to have clear communication with those you are leading. Setting expectations on both ends, creating clear do’s and don’ts, being vocal about the needs of the company and listening to what the employees need as well. Emirates do that in their training, and with their documentation. Make sure you, too, have written down exactly what you expect and rules you may have for those who work for you, and offer training on your systems or procedures.
Practising trust: A purser can’t watch over 20 crew at the same time, and similarly a leader of freelancers might not be able to see them work physically. Far removed from desk jobs, the gig economy is all about working from anywhere at most times. Leaders are no longer able to keep an eye on employees. You have to trust that those who work for you will do a good job. If they don’t, then it is simple – don’t hire them again.
Praise and reward those who do an exceptional job for you: After the flight, the purser will thank the crew and note any exceptional performance. If a freelancer has done a great job, remember to thank them and note their name so that you can direct more work their way in the future.
Offer career growth: The gig economy doesn’t necessarily have the same hierarchy as the traditional workplace. Career progression is not always about the money, either; it’s also about growing in expertise, which many workers want for themselves. Create an environment that offers progression irrespective of where they work from. Also, offering learning courses online for employees to upscale themselves is important.
Emirates continually trains and retrains their crew and points out that cabin crew experiences excellent career progression, including upgrading to higher cabin classes and becoming a cabin supervisor, pursers, or trainers.
Collaborative culture: Collaboration between crew members on a flight is easy to see, and it is essential in the gig economy, where work is generally project-based. Encouraging cross-functional collaboration, fostering a sense of community, and celebrating collective achievements contribute to a cohesive and productive gig economy workforce.
Diversity and inclusion: The gig economy is not bound by borders; you can hire people from across countries as long as they align with your timelines and work culture. Hiring from different countries and cultures can bring a diverse perspective to the work and help the company grow. Emirates’ multicultural cabin crew team hail from more than 140 nationalities and speak 130 languages.
The gig economy is here to stay, and the skills of leading those who you do not know, and may never meet, are ones that every leader could usefully develop.
Next time you board an Emirates plane, watch carefully!