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Leadership in a Diverse and Multicultural Environment

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

March 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?


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


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


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


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


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


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


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


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


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

Mary L. Connerley

Paul B. Pedersen

Paul B. Pedersen is a visiting professor in the Department of Psychology at the University of Hawaii and professor emeritus at Syracuse University. He has taught at the University of Minnesota, University of Alabama at Birmingham, and for six years at universities in Taiwan, Malaysia, and Indonesia. Pedersen was also on the summer school faculty at Harvard University, 1984-988 and the University of Pittsburgh “semester at sea” voyage around the world, spring 1992. International experience includes numerous consulting experiences in Asia, Australia, Africa, South America and Europe, and a Senior Fulbright award teaching at National Taiwan... More About Author

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ISBN: 9780761988601

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