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



© 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

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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