In the 21st century, effective leadership can be defined partially as having an ability to adapt and persevere in various cross-cultural environments. Concurrently, in an increasingly globalized environment, leadership requires a keen capacity for understanding and utilizing cultural diversity to build successful organizations.

Contemporary Leadership and Intercultural Competence is a breakthrough text that features contributing chapters from some of the world's leading scholars in the field of cross-cultural leadership. The book comprises 20 chapters that examine the evolving role of cultural diversity in the workplace, the application of cultural comprehension to organizations, and the measurement of various aspects of intercultural competence.

Key Features

  • A unique blend of theory and practical applications
  • Several breakthrough, first-of-their-kind chapters on topics such as leadership assessments that measure parameters of intercultural competence, the legal implications of cross-cultural leadership and trade, and the development and implementation of a multicultural vision
  • A plethora of modern examples that provide an accurate description of the contemporary landscape within organizations
  • Invigorating discussion questions at the conclusion of every chapter that engage students

Intended Audience

Contemporary Leadership and Intercultural Competence is an excellent text for graduate-level courses in Organizational Development, Organizational Behavior, Leadership Theory, Cross-Cultural Management, International Business, Human Resource Management, Educational Leadership, and Public Administration. The book will be of great interest to students, senior managers, cross-cultural management consultants, government leaders, and human resource practitioners.

From Intercultural Knowledge to Intercultural Competence: Developing an Intercultural Practice

From Intercultural Knowledge to Intercultural Competence: Developing an Intercultural Practice

From intercultural knowledge to intercultural competence: Developing an intercultural practice
Barbara F.Schaetti, Sheila J.Ramsey, and Gordon C.Watanabe

Let's begin with a story. Our lead character is Joan Raffert, an American posted to Europe for 3 months by the global corporation for which she works. Her primary objective is to lead the local training department on the design and implementation of a worldwide training initiative to be piloted in their region. As she says:

I've worked internationally before, mainly in Asia, and have always done well. I find it exciting to work on new projects with people from different cultures and to learn about them and their countries. I did my MBA in a program that emphasized intercultural communication ...

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