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 7: Global Human Resource Management
Global Human Resource Management
In an age of unprecedented change, the pace and scope of global mergers, acquisitions, divestitures, and corporate expansion is driving tremendous change in the way organizations source, deploy, and manage people worldwide. It is well recognized that global business success is dependent on the ability of organizations to acquire and develop the best employees from around the world,1 and the field of global human resource (HR) management is subsequently gaining prominence as a major strategic tool to strengthen the competitive position of global corporations.2 People are pivotal to a global corporations' competitive success as information, capital, and technology cannot be mobilized effectively in their absence.3 The purpose of this chapter is to highlight the key distinctions between domestic ...