| Description |
xv, 215 pages ; 23 cm |
| Bibliography |
Includes bibliographical references (pages 177-197) and index. |
| 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 -- |
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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-cultural 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 -- |
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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 -- |
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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). |
| Subject |
Executives -- Training of -- United States.
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Diversity in the workplace -- United States.
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Leadership -- United States.
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| Added Author |
Pedersen, Paul, 1936-2017
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| ISBN |
0761988602 paperback alkaline paper |
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9780761988601 paperback alkaline paper |
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