• Summary
  • Contents
  • Subject index

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.

The Intercultural Development Inventory: An Approach for Assessing and Building Intercultural Competence
The intercultural development inventory: An approach for assessing and building intercultural competence
Mitchell R.Hammer

Consider the following situation.1 It was 9 months ago that Acme Pharmaceutical Company formally agreed to a limited partnership arrangement with Jaca Marketing of Japan. The purpose of this partnership is to permit Acme to introduce a line of pharmaceutical products in Japan. Jaca is a well-respected and established marketing firm in Japan that knows the “ins and outs” of obtaining government approvals so that the medicines developed by Acme can be formally approved for sale to Japanese consumers. At the time of the signing of the agreements, both the president of Acme and the president of Jaca expressed their enthusiastic ...

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