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Leadership in a diverse and multicultural environment : developing awareness, knowledge, and skills

Author: Mary L Connerley; Paul Pedersen
Publisher: Thousand Oaks, Calif. : Sage Publications, ©2005.
Edition/Format:   Print book : EnglishView all editions and formats
Database:WorldCat
Summary:
"Leadership in a Diverse and Multicultural Environment provides leaders with the tools necessary to effectively interact with all individuals. Effective leaders can shape the culture of their organization to be accepting of individuals from all races, ethnicities, religions, and genders with a minimum of misunderstandings. Although much of the research related to multiculturalism has focused on expatriates and  Read more...
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Material Type: Internet resource
Document Type: Book, Internet Resource
All Authors / Contributors: Mary L Connerley; Paul Pedersen
ISBN: 0761988602 9780761988601
OCLC Number: 56753048
Description: xv, 215 pages ; 23 cm
Contents: 1. Making the business case for increased awareness, knowledge, and skills --
Multiculturalism and diversity --
Multiculturalism is inclusive and broadly defined --
The need for multicultural skills --
International perspectives on managing diversity --
Value added by multiculturalism and diversity --
Why focus on leaders? --
Conclusion --
Chapter 1 discussion questions --
Critical incident : culture and performance feedback --
Exercise 1 : coalitions and trust formation --
2. The complexity of culture --
Cultural similarities and differences --
A test of reasonable opposites --
One size does not fit all --
The multicultural perspective has an upside --
Culture is complex, and not simple --
Culture balance is dynamic, and not static --
The dangers of ignoring culture --
White privilege is real --
Conclusion --
Chapter 2 discussion questions --
Critical incident : is it white privilege? --
Exercise 2 : a test of reasonable opposites --
3. Cultural frameworks and their importance for leaders --
Leaders and culture --
Seminal work on culture --
Additional important research related to culture --
GLOBE research --
Culture and context --
Developing intercultural sensitivity --
Ethnocentric stages --
Ethnorelative stages --
Cognitive, affective, and behavioral components --
A three-stage developmental sequence --
Conclusion --
Chapter 3 discussion questions --
Critical incident : whose holiday is it, anyway? --
Exercise 3 : describing cultural identity. 4. Where does one start on the journey to multicultural awareness, knowledge, and skills? --
Ethnic identity models --
Racial identity models --
Black racial identity --
White racial identity --
Implications of identity models for leaders --
Different types of intelligence --
Kolb's learning styles --
Gagne's theory of instruction --
Conclusion --
Chapter 4 discussion questions --
Critical incident : a celebration-of-culture picnic --
Exercise 4 : interpreting policy in a cultural context --
5. The development of multicultural competencies --
Global leadership competencies --
The multidimensional model for developing cultural competence --
Dimension 1 : race- and culture-specific attributes of competence --
Dimension 2 : components of cultural competence --
Dimension 3 : the foci of cultural competence --
Conclusion --
Chapter 5 discussion questions --
Critical incident : I had them right where I wanted them ... I thought --
Exercise 5 : double-loop thinking --
6. What can we do to make multicultural and diversity training more effective? --
Needs assessment --
Awareness --
Knowledge --
Skills --
Transfer of training --
The evolution of diversity training --
Problems with diversity training --
Conclusion --
Chapter 6 discussion questions --
Critical incident : with the best of intentions --
Exercise 6 : a self-assessment of multicultural awareness, knowledge, and skills. 7. A training program to lead from multicultural awareness to knowledge and skills --
Establishing the objectives for multicultural awareness, knowledge, and skills --
Design techniques --
Design techniques to stimulate awareness --
Design techniques to impart knowledge --
Design techniques to develop skills --
Training approaches --
Examples of multicultural awareness training --
Examples of multicultural knowledge training --
Examples of multicultural skills training --
Evaluation --
Implications of cultural differences for training --
Conclusion --
Chapter 7 discussion questions --
Critical incident : flavor-of-the-month diversity training --
Exercise 7 : predicting the decisions of a resource person --
8. Constructive conflict management in a cultural context --
A general model for handling conflict --
A culture-centered perspective --
The intrapersonal cultural grid --
The interpersonal cultural grid --
Western and non-Western alternative models --
Conflict in an Asian-Pacific context --
Constructive conflict management in the 21st century --
Conclusion --
Chapter 8 discussion questions --
Critical incident : what type of conflict is this? --
Exercise 8 : the cultural grid. 9. Redefining leadership through multiculturalism --
Leadership styles and multiculturalism --
Examining mentoring through a multicultural lens --
Ethical dimensions of multiculturalism --
Culture's influence on negotiation styles --
Conclusion --
Chapter 9 discussion questions --
Critical incident : ethics across cultures --
Exercise 9 : four contrasting ethical orientations --
Appendix --
A synthetic culture training laboratory --
Exhibit : guidelines for the four synthetic cultures --
Alpha culture (high power distance) --
Beta culture (strong uncertainty avoidance) --
Gamma culture (high individualism) --
Delta culture (high masculinity).
Responsibility: Mary L. Connerley, Paul B. Pedersen.
More information:

Abstract:

Leading in a Multicultural Environment is suitable for a variety of management courses, well grounded in solid research, but written in an easy to comprehend style that: provides a culturally-centred  Read more...

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