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The purpose of this paper is to assess the benefits of introducing a laser room poster in improving delivery of laser pan retinal photocoagulation (PRP) in treatment of proliferative diabetic retinopathy (PDR).

An audit was carried out to describe the practice prior to introducing laser room poster. A reaudit was conducted after its introduction to evaluate if the practice had improved.

There was a 20 per cent increase (92 per cent in reaudit versus 72 per cent in audit) in total number of laser burns between 1,000‐2,500 burns during first session. In a completed PRP, an increase of 23 per cent was recorded (45 per cent versus 22 per cent) in total number of laser burns between 3,000‐6,000 burns. Retinal area ablated less than recommended by ETDRS fell by 21 per cent (18 versus 39). Not surprisingly the percentage of patients requiring re‐treatment after completed PRP fell from 30 per cent to 21 per cent, indicating an overall improvement in PRP treatment results.

Future strategies for improving clinical effectiveness can be based on experience gained from this project. Laser room poster can be an important tool in ophthalmology departments in the management of PDR.

The extant literature on leadership in the Arab world reflects the traditional bias of leadership being a male domain. Arising out of a patriarchal social structure, men assume leadership in organizations while women are often confined to work at home. The purpose of this paper is to investigate the emergence of women leaders in UAE organizations by going beyond biological sex role biases to identify leadership as masculine or feminine gendered role stereotypes in organizations.

The data collected over two periods comprised two sets of Schein Descriptive Index (SDI) together with those of leadership intention and behaviour style; correlations thereof were computed to test hypotheses constructed from the literature.

The findings indicate that within organizations in the UAE, employee feedback highlights gender‐role stereotypes as defining leadership roles, rather than individual biological sex and their traditional family and social role. The findings reveal that in the UAE, gender stereotypes influence leadership intention and behaviour rather than individual biological sex and related traditions. Accordingly, women leaders having higher proportions of “agentic” characteristics of male gender stereotype together with lower proportions of “people orientation” of female gender stereotype, which makes successful leaders in the UAE break the proverbial “glass ceiling”. This explains the emergence of an increasing number of women leaders in the UAE.

Generalizability of the findings is limited by non‐representation of countries with high gender egalitarianism, as well as the geographical limitation of the study to the UAE only. In the context of traditional male‐dominated organizations in the UAE, the findings on gender‐role stereotypes of leaders in these organizations cannot only help organizations take informed decisions in choosing leaders without the “glass ceiling” biases, but can go further to identify and nurture potential leaders, including women leaders, within organizations. These findings are of considerable significance to the Middle East and the Arab world in general, in the wake of the developments witnessed there.

The paper explains women leadership in organizations in the UAE, a part of the Arab world of the Middle East, from the perspective of gender‐role stereotypes, as opposed to traditional sex‐role biases, to bring women leaders there into the mainstream gender literature.

Business, management and accounting (BMA) papers published from The Middle East and North Africa (MENA) region, account for less than 1 per cent of the total papers published. As nations in MENA try and compete on the national competitive index, there is a tendency to adopt performance appraisal criteria from more established research nations. MENA accounts for 6 per cent of world population, and has one of the world's highest growth rates at 3 per cent. Since over one‐third of the population is under 15, if factors that hider and encourage research are identified, the research output can be increased. As it is clear that research on this region and from researchers in MENA is low, the purpose of this paper is to focus on how to increase research on this region.

Since there is very little information from this region, the research was exploratory in nature. Interviews with academics, officers in charge or research grants, publishers and senior managers from industry using and conducting research were used as a basis to identify research barriers and methods to overcome barriers. This was triangulated with secondary data from existing academic research, industry and NGO reports and research seminars and discussions.

The barriers and strategies to overcome research can be classified into three categories based on key stakeholders: the government (or policy makers); the industry or market conditions; and the institutions. Strategies at the individual academic level are also identified, which may overcome more macro environmental limitations.

This paper is the first of its kind in this region that consolidates many aspects and helps new researchers manage and improve research productivity. The paper is of value to any researcher but especially to policy makers, academics, promotion boards and universities that have doctoral programs.