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.
- 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
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.
Chapter 12: Beyond Borders: Leading in Today's Multicultural World
Beyond Borders: Leading in Today's Multicultural World
“One cannot manage change. One can only be ahead of it.”
“I think that it was a pretty good job … for a girl,” stated Mikel. The other members of the team sat in stunned silence. Raj, the team leader, sighed and continued the meeting, knowing that he was going to have to take Mikel aside, yet again, and talk to him about his communication and his attitude toward women. The team took their cue from Raj and ignored Mikel's comment, although the tension was palpable in the room. The team members, especially the women, were really getting tired of Mikel's comments.
Raj is leading a 16-person team that is scattered throughout ...