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 13: Getting the Measure of Intercultural Leadership
Getting the Measure of Intercultural Leadership
The New Challenge
The challenge today in leadership models and an associated competence framework is to include a perspective that transfers to modern global business and international leaders. During the last 20 years, the fact that national and organizational cultures both need to be considered in modern business management has been increasingly recognized. Some authors and practitioners have responded by seeking to add “culture” as yet another factor like “quality” to be taken into account when planning, marketing, and doing business and managing. We have argued consistently that culture is not simply another variable to be “bolted on,” but that it provides the whole contextual environment defining much of the essence of the ...