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 4: The Effective Management of Cultural Diversity
The Effective Management of Cultural Diversity
Long before the now famous Hudson Report sent shock waves through corporate America in 1987 with its predictions about demographic changes affecting the workforce, diversity was on the radar screens of forward-thinking business leaders across the country. EEO laws of the 1960s and 1970s and affirmative action requirements were already putting attention on equity in the workplace, and immigration was bringing a wider range of cultures and languages to both the workforce and marketplace. Finally, global business realities were highlighting the need for increased cultural understanding and flexibility. Because of vision and necessity, companies began to understand that diversity was a business issue and managing it effectively was a strategic imperative for ...