You are here

Leadership in a Diverse and Multicultural Environment
Share

Leadership in a Diverse and Multicultural Environment
Developing Awareness, Knowledge, and Skills

  • Mary L. Connerley - Virginia Polytechnic Institute & State University, USA
  • Paul B. Pedersen - Syracuse University (Emeritus); University of Hawaii (Visiting) , Maastricht School of Management


May 2005 | 232 pages | SAGE Publications, Inc
Leadership in a Diverse and 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 leadership perspective allowing organizational leaders the opportunity to attend to the influence of culture; helps the reader find examples of how multicultural awareness can make their leadership task easier; and, promotes an organizational culture that is more satisfying to both individuals and their leaders by embracing and celebrating differences.
 
Chapter 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 from Multiculturalism and Diversity

 
Why Focus on Leaders?

 
Conclusion

 
Critical Incident: Culture and Performance Feedback

 
Exercise 1: Coalitions and Trust Formation

 
 
Chapter 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 Up Side

 
Culture is Complex and not Simple

 
Culture Balance is Dynamic and not Static

 
The Dangers of Ignoring Culture

 
White Privilege is Real

 
Conclusion

 
Critical Incident: Is it White Privilege?

 
Exercise 2: A Test of Reasonable Opposites

 
 
Chapter 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

 
Cognitive, Affective, and Behavioral Components

 
A Three-Stage Developmental Sequence

 
Conclusion

 
Critical Incident: Whose Holiday is it Anyway?

 
Exercise 3: Describing Cultural Identity

 
 
Chapter 4: Where Does One Start in the Journey for Multicultural Awareness, Knowledge, and Skills?
Ethnic Identity Models

 
Racial Identity Models

 
Implications of Identity Models for Leaders

 
Different Types of Intelligence

 
Kolb's Learning Styles

 
Gagne's Theory of Instruction

 
Conclusion

 
Critical Incident: A Celebration of Cultural Picnic

 
Exercise 4: Interpreting Policy on a Cultural Context

 
 
Chapter 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

 
Critical Incident: I Had Them Right Where I Wanted Them…I Thought

 
Exercise 5: Double-Loop Thinking

 
 
Chapter 6: What Can We Do to Make Multicultural and Diversity Training More Effective?
Needs Assessment

 
Transfer of Training

 
The Evolution of Diversity Training

 
Problems with Diversity Training

 
Conclusion

 
Critical Incident: With the Best of Intentions

 
Exercise 6: A Self Assessment of Multicultural Awareness, Knowledge and Skill

 
 
Chapter 7: A Training Program to Lead from Multicultural Awareness to Knowledge and Skills
Establishing the Objectives for Multicultural Awareness, Knowledge, and Skills

 
Design Techniques

 
Training Approaches

 
Evaluation

 
Critical Incident: Flavor of the Month Diversity Training

 
Exercise 7: Predicting the Decisions of a Resource Person

 
 
Chapter 8: Constructive Conflict Management in a Cultural Context
A General Model for Handling Conflict

 
A Culture-Centered Perspective

 
Western and Non-Western Alternative Models

 
Conflict in an Asian-Pacific Context

 
Constructive Conflict Management in the 21st Century

 
Conclusion

 
Critical Incident: What Type of Conflict is This?

 
Exercise 8: The Cultural Grid

 
 
Chapter 9: Redesigning Leadership through Multiculturalism
Leadership Styles and Multiculturalism

 
Examining Mentoring through a Multicultural Lens

 
Ethical Dimensions of Multiculturalism

 
Culture's Influence on Negotiation Styles

 
Conclusion

 
Critical Incident: Ethics Across Cultures

 
Exercise 9: Four Contrasting Ethical Orientations

 
 
Appendix: A Synthetic Culture Training Laboratory

I am in the process of developing a multicultural leadership class.

Professor Denise Sommers
College Of Educ Human Services, University of Illinois - Springfield
January 12, 2013

This book is very essential for the module (Management and Leadership across cultures). Each chapter includes discussion questions, exerciese, activities, Major objective, Seconary objectives. In addition, each chapter includes theories and examples, and useful cases and that will help students to understand more.

Mrs Keyoon Line
Hospitality and Tourism, Birmingham Professional College
April 4, 2011

For instructors

Purchasing options

Please select a format:

ISBN: 9780761988601
£75.00

SAGE Knowledge is the ultimate social sciences digital library for students, researchers, and faculty. Hosting more than 4,400 titles, it includes an expansive range of SAGE eBook and eReference content, including scholarly monographs, reference works, handbooks, series, professional development titles, and more.

The platform allows researchers to cross-search and seamlessly access a wide breadth of must-have SAGE book and reference content from one source.

SAGE Knowledge brings together high-quality content from across our imprints, including CQ Press and Corwin titles.