• 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.

Transformative Training: Designing Programs for Culture Learning
Transformative training: Designing programs for culture learning
Janet M.Bennett

“Electrons don't have culture!”

This disarming comment brought the training program to a halt, while a room full of engineers nodded sagely. Indeed, why should they bother to learn about culture, when they were scientists? Everyone knows engineers all think the same the world over. And so begins another day of intercultural training—and learning why we need to learn about culture!

While few professionals would balk at learning to read their profit and loss statements or mastering a new computer program, they may tend to see intercultural relations as more peripheral to their work. However, intercultural competence is becoming more, not less, essential. It is not an accident that three recent business books ...

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