Leadership in a diverse and multicultural environment : developing awareness, knowledge, and skills

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書誌事項

Leadership in a diverse and multicultural environment : developing awareness, knowledge, and skills

Mary L. Connerley, Paul B. Pedersen ; foreword by Geert Hofstede

Sage Publications, c2005

  • : pbk

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注記

Includes bibliographical references (p. 177-197) and indexes

内容説明・目次

内容説明

"This is a well-written book. Quite simple and precise . . . The authors should be commended. This book deals with leadership from a very contemporary perspective that reflects the importance of multiculturalism." -Guo-Ming Chen, University of Rhode Island No matter how culturally different the person or group, there will be common-ground similarities and no matter how similar the person or group, there will be significant differences. Culture influences our thoughts, words, and actions in ways that are often unrecognized, leading to misunderstandings. Each misunderstanding can become very expensive, both in terms of missed opportunities and less effective business outcomes. Leadership in a Diverse and Multicultural Environment provides leaders with the tools necessary to effectively interact with all individuals. Although much of the research related to multiculturalism has focused on expatriates and international assignments, Leadership in a Diverse and Multicultural Environment also focuses on leaders in domestic organizations, as they can benefit from developing their own multicultural awareness, knowledge, and skills. Effective leaders can shape the culture of their organization to be accepting of individuals from all races, ethnicities, religions, and genders with a minimum of misunderstandings. Leadership in a Diverse and Multicultural Environment is well grounded in solid research, but written in an easy-to-comprehend style that: Provides a "culture centered" leadership perspective allowing organizational leaders the opportunity to attend to the influence of culture Helps the reader find examples of how multicultural awareness can make their leadership task easier Promotes an organizational culture that is more satisfying to both individuals and their leaders by embracing and celebrating differences. Leadership in a Diverse and Multicultural Environment is an ideal supplemental text for undergraduate- or graduate-level international management, leadership, or diversity-related courses taught in the business curriculum. It could also be used in leadership courses taught in education and communication departments.

目次

Chapter 1: Making the Business Case for Increased Awareness, Knowledge, and Skills Multiculturalism and Diversity Multiculturalism is Inclusive and Broadly Defined The Need for Multicultural Skills International Perspectives on Managing Diversity Value Added from Multiculturalism and Diversity Why Focus on Leaders? Conclusion Critical Incident: Culture and Performance Feedback Exercise 1: Coalitions and Trust Formation Chapter 2: The Complexity of Culture Cultural Similarities and Differences A Test of Reasonable Opposites One Size Does Not Fit All The Multicultural Perspective Has An Up Side Culture is Complex and not Simple Culture Balance is Dynamic and not Static The Dangers of Ignoring Culture White Privilege is Real Conclusion Critical Incident: Is it White Privilege? Exercise 2: A Test of Reasonable Opposites Chapter 3: Cultural Frameworks and Their Importance for Leaders Leaders and Culture Seminal Work on Culture Additional Important Research Related to Culture GLOBE Research Culture and Context Developing Intercultural Sensitivity Cognitive, Affective, and Behavioral Components A Three-Stage Developmental Sequence Conclusion Critical Incident: Whose Holiday is it Anyway? Exercise 3: Describing Cultural Identity Chapter 4: Where Does One Start in the Journey for Multicultural Awareness, Knowledge, and Skills? Ethnic Identity Models Racial Identity Models Implications of Identity Models for Leaders Different Types of Intelligence Kolb's Learning Styles Gagne's Theory of Instruction Conclusion Critical Incident: A Celebration of Cultural Picnic Exercise 4: Interpreting Policy on a Cultural Context Chapter 5: The Development of Multicultural Competencies Global Leadership Competencies The Multidimensional Model for Developing Cultural Competence Dimension 1: Race- and Culture-Specific Attributes of Competence Dimension 2: Components of Cultural Competence Dimension 3: The Foci of Cultural Competence Conclusion Critical Incident: I Had Them Right Where I Wanted Them...I Thought Exercise 5: Double-Loop Thinking Chapter 6: What Can We Do to Make Multicultural and Diversity Training More Effective? Needs Assessment Transfer of Training The Evolution of Diversity Training Problems with Diversity Training Conclusion Critical Incident: With the Best of Intentions Exercise 6: A Self Assessment of Multicultural Awareness, Knowledge and Skill Chapter 7: A Training Program to Lead from Multicultural Awareness to Knowledge and Skills Establishing the Objectives for Multicultural Awareness, Knowledge, and Skills Design Techniques Training Approaches Evaluation Critical Incident: Flavor of the Month Diversity Training Exercise 7: Predicting the Decisions of a Resource Person Chapter 8: Constructive Conflict Management in a Cultural Context A General Model for Handling Conflict A Culture-Centered Perspective Western and Non-Western Alternative Models Conflict in an Asian-Pacific Context Constructive Conflict Management in the 21st Century Conclusion Critical Incident: What Type of Conflict is This? Exercise 8: The Cultural Grid Chapter 9: Redesigning Leadership through Multiculturalism Leadership Styles and Multiculturalism Examining Mentoring through a Multicultural Lens Ethical Dimensions of Multiculturalism Culture's Influence on Negotiation Styles Conclusion Critical Incident: Ethics Across Cultures Exercise 9: Four Contrasting Ethical Orientations Appendix: A Synthetic Culture Training Laboratory

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