Introduction Overview Management strategies in modern organizations have changed significantly from what they used to be about a century ago. Studies have shown that there has been a systematic shift from the traditional authoritarian rule to a more liberal and democratic approach of managing people (Baroudi & Arulraj, 2019). These changes have been witnessed in both public and private institutions. As people get more liberated and empowered through education, exposure, and close interaction, they get to learn and appreciate the fact that power lies with the people. A leader cannot achieve success without the blessings of the subordinate. In the past, those in position of power would use coercion to ensure that they get the support of the followers. However, that approach to leadership is no longer effective in the modern society. Instead of coercion, leaders have to learn to be persuasive, understanding, and tolerant. They have to learn to respect junior officers to expect the same from them. According to Cherry and Aloisi (2016), another major shift in leadership is that many young people are finding themselves in positions of management. Many governmental and non-governmental organizations are finding it necessary to incorporate the youth in leadership positions to help them cope with emerging trends and changes that require creativity and innovation. In the United Arab Emirates, the trend of promoting young people to positions of leadership has been common. Many large corporations operating in the country have been keen on having youths below 35 years to take managerial positions to help drive change. The government has not been left behind in this effort to empower the youth by granting them opportunity to be in leadership positions. The Ruler of Dubai, His Highness Sheikh Mohammed bin Rashid, has been promoting competent youths to positions of leadership in public institutions (Calk & Patrick, 2017). Currently, the Ministry of State for Youth Affairs is headed by Shamma bint Suhail, a young lady who not only represents women but also youth in the country (Eisend et al., 2019). Her appointment to such a powerful position was an indication that the government trusts young people to lead and develop governmental entities and the country in general. Part of Dubai’s vision 2021 is to ensure that youths play a leading role in defining and implementing policies meant to promote sustainable socio-economic and political growth of the country. Informed by this context, this research focuses on the platforms provided for the Emirati youth and whether they are ready to take up roles in the UAE’s Future Foresight Strategy. The UAE’s need to develop its youth leadership and young people’s desire to be engaged actively in the development of their country, is explained by Boyd (2001) who asserts that “leadership skills are essential for young people to feel satisfaction and contribute to society”. Indeed, the New National Initiative program of the Shabab Emirates Foundation states: For the Emirates Foundation, we are now moving towards a new future with a new direction and a new corporate identity. Our aim is to contribute positively to the society of the UAE. 1 Based o