Mary L. Connerley, Paul B. Pedersen
Leadership in a Diverse and Multicultural Environment
Developing Awareness, Knowledge, and Skills
Mary L. Connerley, Paul B. Pedersen
Leadership in a Diverse and Multicultural Environment
Developing Awareness, Knowledge, and Skills
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Leadership in a Diverse and Multicultural Environment provides leaders with the tools necessary to effectively interact with all individuals. Although much of the research related to multiculturalism has focused on expatriates and international assignments, the book also focuses on leaders in domestic organizations, as they can benefit from developing their own multicultural awareness, knowledge, and skills. 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.
Leadership in a Diverse and Multicultural Environment provides leaders with the tools necessary to effectively interact with all individuals. Although much of the research related to multiculturalism has focused on expatriates and international assignments, the book also focuses on leaders in domestic organizations, as they can benefit from developing their own multicultural awareness, knowledge, and skills. 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.
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Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Produktdetails
- Produktdetails
- Verlag: Sage Publications, Inc
- Seitenzahl: 232
- Erscheinungstermin: 2. März 2005
- Englisch
- Abmessung: 229mm x 152mm x 13mm
- Gewicht: 343g
- ISBN-13: 9780761988601
- ISBN-10: 0761988602
- Artikelnr.: 21566231
- Verlag: Sage Publications, Inc
- Seitenzahl: 232
- Erscheinungstermin: 2. März 2005
- Englisch
- Abmessung: 229mm x 152mm x 13mm
- Gewicht: 343g
- ISBN-13: 9780761988601
- ISBN-10: 0761988602
- Artikelnr.: 21566231
Mary Connerley is Associate Professor, Department of Management, Pamplin College of Business,Virginia Polytechnic Institute and State University. Before coming to Virginia Tech, Dr. Connerley worked for five years with the Executive Development Program at the University of Iowa where her responsibilities included evaluating the entire program for thoroughness and continuity and serving as liaison between executives and faculty. Dr. Connerley has taught courses at the undergraduate, MBA, and doctoral levels, including Principles of Management, Human Resource Management, Staffing, Training and Development, and Managing Diversity in the Workplace. She has also been involved as a Management and Professional Development Program Facilitator. Her most recent programs have dealt with acquiring and keeping good employees and managing a multi-generational workforce. Dr. Connerley has been an active researcher and has published articles in journals such as Personnel Psychology, Journal of Occupational and Organizational Psychology, Human Relations, as well as others. Her current research interests include various aspects of the staffing process, performance evaluation, and diversity. Honors for Dr. Connerley include being selected as a Multicultural Fellow at Virginia Tech, receiving a Pamplin College of Business Teaching Excellence Award, and receiving two Citations of Excellence for her research.
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
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
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
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