• 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.

Solving Problems and Resolving Conflict Using the Intercultural Conflict Style Model and Inventory
Solving problems and resolving conflict using the intercultural conflict style model and inventory
Mitchell R.Hammer
A Conflict Brewing

It's 7:00 p.m. on a Friday night—and you're still at the office.1 It's been a tough day, you think, as you plant your tired feet on the edge of your well-worn, mahogany desk. As manager for project development for an international aid organization, it is your responsibility to oversee a half-dozen international projects that range from basic infrastructure development (e.g., roads, purification of water supplies) to community development efforts (e.g., family planning programs, literacy development).

Two weeks ago, you selected four key employees in your organization to begin to plan and develop a more effective emergency-response effort when ...

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