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

by Mary L. Connerley

• ISBN13: 9780761988601
• ISBN10: 0761988602
• Format: Paperback
• Copyright: 2005-03-02
• Publisher: SAGE Publications, Inc

Summary

"This is a well-written book. Quite simple and precise . . . The authors should be commended. This book deals with leadership from a very contemporary perspective that reflects the importance of multiculturalism." ?Guo-Ming Chen, University of Rhode Island No matter how culturally different the person or group, there will be common-ground similarities and no matter how similar the person or group, there will be significant differences. Culture influences our thoughts, words, and actions in ways that are often unrecognized, leading to misunderstandings. Each misunderstanding can become very expensive, both in terms of missed opportunities and less effective business outcomes. Leadership in a 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, Leadership in a Multicultural Environment 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 Multicultural Environment is well grounded in solid research, but written in an easy-to-comprehend style that: Provides a "culture centered" 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 Promotes an organizational culture that is more satisfying to both individuals and their leaders by embracing and celebrating differences. Leadership in a Multicultural Environment is an ideal supplemental text for undergraduate- or graduate-level international management, leadership, or diversity-related courses taught in the business curriculum. It could also be used in leadership courses taught in education and communication departments.

Table of Contents

Foreword	ix
Geert Hofstede
Preface	xi
Acknowledgments	xv
1. Making the Business Case for Increased Awareness, Knowledge, and Skills	1	(20)
Multiculturalism and Diversity	3	(1)
Multiculturalism Is Inclusive and Broadly Defined	4	(2)
The Need for Multicultural Skills	6	(2)
International Perspectives on Managing Diversity	8	(1)
Value Added by Multiculturalism and Diversity	9	(4)
Why Focus on Leaders?	13	(4)
Conclusion	17	(1)
Chapter 1 Discussion Questions	17	(1)
Critical Incident: Culture and Performance Feedback	17	(1)
Exercise 1: Coalitions and Trust Formation	18	(3)
2. The Complexity of Culture	21	(18)
Cultural Similarities and Differences	22	(1)
A Test of Reasonable Opposites	23	(1)
One Size Does Not Fit All	24	(1)
The Multicultural Perspective Has an Upside	25	(3)
Culture Is Complex, Not Simple	28	(2)
Culture Balance Is Dynamic, Not Static	30	(1)
The Dangers of Ignoring Culture	31	(3)
White Privilege Is Real	34	(1)
Conclusion	35	(1)
Chapter 2 Discussion Questions	36	(1)
Critical Incident: Is It White Privilege?	36	(1)
Exercise 2: A Test of Reasonable Opposites	37	(2)
3. Cultural Frameworks and Their Importance for Leaders	39	(16)
Leaders and Culture	40	(1)
Seminal Work on Culture	41	(1)
Additional Important Research Related to Culture	42	(3)
GLOBE Research	45	(2)
Culture and Context	47	(1)
Developing Intercultural Sensitivity	47	(2)
Ethnocentric Stages	48	(1)
Ethnorelative Stages	48	(1)
Cognitive, Affective, and Behavioral Components	49	(1)
A Three-Stage Developmental Sequence	49	(2)
Conclusion	51	(1)
Chapter 3 Discussion Questions	52	(1)
Critical Incident: Whose Holiday Is It, Anyway?	52	(1)
Exercise 3: Describing Cultural Identity	53	(2)
4. Where Does One Start on the Journey to Multicultural Awareness, Knowledge, and Skills?	55	(14)
Ethnic Identity Models	57	(2)
Racial Identity Models	59	(2)
Black Racial Identity	59	(1)
White Racial Identity	60	(1)
Implications of Identity Models for Leaders	61	(1)
Different Types of Intelligence	62	(1)
Kolb's Learning Styles	63	(2)
Gagne's Theory of Instruction	65	(1)
Conclusion	66	(1)
Chapter 4 Discussion Questions	66	(1)
Critical Incident: A Celebration-of-Culture Picnic	66	(1)
Exercise 4: Interpreting Policy in a Cultural Context	67	(2)
5. The Development of Multicultural Competencies	69	(20)
Global Leadership Competencies	70	(4)
The Multidimensional Model for Developing Cultural Competence	74	(11)
Dimension 1: Race- and Culture-Specific Attributes of Competence	74	(3)
Dimension 2: Components of Cultural Competence	77	(3)
Dimension 3: The Foci of Cultural Competence	80	(5)
Conclusion	85	(1)
Chapter 5 Discussion Questions	85	(1)
Critical Incident: I Had Them Right Where I Wanted Them...I Thought	85	(1)
Exercise 5: Double-Loop Thinking	86	(3)
6. What Can We Do to Make Multicultural and Diversity Training More Effective?	89	(22)
Needs Assessment	90	(5)
Awareness	91	(1)
Knowledge	92	(1)
Skills	93	(2)
Transfer of Training	95	(7)
The Evolution of Diversity Training	102	(2)
Problems With Diversity Training	104	(1)
Conclusion	104	(1)
Chapter 6 Discussion Questions	105	(1)
Critical Incident: With the Best of Intentions	105	(1)
Exercise 6: A Self-Assessment of
Multicultural Awareness, Knowledge, and Skills	106	(5)
7. A Training Program to Lead From Multicultural Awareness to Knowledge and Skills	111	(18)
Establishing the Objectives for Multicultural Awareness, Knowledge, and Skills	112	(2)
Design Techniques	114	(2)
Design Techniques to Stimulate Awareness	114	(1)
Design Techniques to Impart Knowledge	115	(1)
Design Techniques to Develop Skills	116	(1)
Training Approaches	116	(7)
Examples of Multicultural Awareness Training	116	(4)
Examples of Multicultural Knowledge Training	120	(1)
Examples of Multicultural Skill Training	121	(2)
Evaluation	123	(2)
Implications of Cultural Differences for Training	125	(1)
Conclusion	125	(1)
Chapter 7 Discussion Questions	126	(1)
Critical Incident: Flavor-of-the-Month Diversity Training	126	(1)
Exercise 7: Predicting the Decisions of a Resource Person	127	(2)
8. Constructive Conflict Management in a Cultural Context	129	(22)
A General Model for Handling Conflict	130	(3)
A Culture-Centered Perspective	133	(1)
The Intrapersonal Cultural Grid	134	(2)
The Interpersonal Cultural Grid	136	(2)
Western and Non-Western Alternative Models	138	(3)
Conflict in an Asian-Pacific Context	141	(3)
Constructive Conflict Management in the 21st Century	144	(1)
Conclusion	145	(2)
Chapter 8 Discussion Questions	146	(1)
Critical Incident: What Type of Conflict Is This?	147	(1)
Exercise 8: The Cultural Grid	147	(4)
9. Redefining Leadership Through Multiculturalism	151	(14)
Leadership Styles and Multiculturalism	152	(2)
Examining Mentoring Through a Multicultural Lens	154	(2)
Ethical Dimensions of Multiculturalism	156	(3)
Culture's Influence on Negotiation Styles	159	(1)
Conclusion	160	(1)
Chapter 9 Discussion Questions	160	(1)
Critical Incident: Ethics Across Cultures	161	(1)
Exercise 9: Four Contrasting Ethical Orientations	161	(4)
Appendix
A Synthetic Culture Training Laboratory	165	(3)
Exhibit: Guidelines for the Four Synthetic Cultures	168	(9)
Alpha Culture (High Power Distance)	168	(1)
Beta Culture (Strong Uncertainty Avoidance)	169	(1)
Gamma Culture (High Individualism)	170	(1)
Delta Culture (High Masculinity)	171	(6)
References	177	(22)
Name Index	199	(8)
Subject Index	207	(8)
About the Authors	215