Leadership in a Diverse and Multicultural Environment

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.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 University 1999-2000. He has authored, co-authored or edited 40 books, 99 articles, and 72 chapters on aspects of multicultural counseling and international communication. Pedersen is a fellow in Divisions 9, 17, 45 and 52 of the American Psychological Association.

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.

• Chapter 1: Making the Business Case for Increased Awareness, Knowledge, and SkillsMulticulturalism and DiversityMulticulturalism is Inclusive and Broadly DefinedThe Need for Multicultural SkillsInternational Perspectives on Managing DiversityValue Added from Multiculturalism and DiversityWhy Focus on Leaders?ConclusionCritical Incident: Culture and Performance FeedbackExercise 1: Coalitions and Trust FormationChapter 2: The Complexity of CultureCultural Similarities and DifferencesA Test of Reasonable OppositesOne Size Does Not Fit AllThe Multicultural Perspective Has An Up SideCulture is Complex and not SimpleCulture Balance is Dynamic and not StaticThe Dangers of Ignoring CultureWhite Privilege is RealConclusionCritical Incident: Is it White Privilege?Exercise 2: A Test of Reasonable OppositesChapter 3: Cultural Frameworks and Their Importance for LeadersLeaders and CultureSeminal Work on CultureAdditional Important Research Related to CultureGLOBE ResearchCulture and ContextDeveloping Intercultural SensitivityCognitive, Affective, and Behavioral ComponentsA Three-Stage Developmental SequenceConclusionCritical Incident: Whose Holiday is it Anyway? Exercise 3: Describing Cultural IdentityChapter 4: Where Does One Start in the Journey for Multicultural Awareness, Knowledge, and Skills?Ethnic Identity ModelsRacial Identity ModelsImplications of Identity Models for LeadersDifferent Types of IntelligenceKolb′s Learning StylesGagne′s Theory of InstructionConclusionCritical Incident: A Celebration of Cultural PicnicExercise 4: Interpreting Policy on a Cultural ContextChapter 5: The Development of Multicultural CompetenciesGlobal Leadership CompetenciesThe Multidimensional Model for Developing Cultural CompetenceDimension 1: Race- and Culture-Specific Attributes of CompetenceDimension 2: Components of Cultural CompetenceDimension 3: The Foci of Cultural CompetenceConclusionCritical Incident: I Had Them Right Where I Wanted Them…I ThoughtExercise 5: Double-Loop ThinkingChapter 6: What Can We Do to Make Multicultural and Diversity Training More Effective?Needs AssessmentTransfer of TrainingThe Evolution of Diversity TrainingProblems with Diversity TrainingConclusionCritical Incident: With the Best of IntentionsExercise 6: A Self Assessment of Multicultural Awareness, Knowledge and SkillChapter 7: A Training Program to Lead from Multicultural Awareness to Knowledge and SkillsEstablishing the Objectives for Multicultural Awareness, Knowledge, and SkillsDesign TechniquesTraining ApproachesEvaluationCritical Incident: Flavor of the Month Diversity TrainingExercise 7: Predicting the Decisions of a Resource PersonChapter 8: Constructive Conflict Management in a Cultural ContextA General Model for Handling ConflictA Culture-Centered PerspectiveWestern and Non-Western Alternative ModelsConflict in an Asian-Pacific ContextConstructive Conflict Management in the 21st CenturyConclusionCritical Incident: What Type of Conflict is This?Exercise 8: The Cultural Grid Chapter 9: Redesigning Leadership through MulticulturalismLeadership Styles and MulticulturalismExamining Mentoring through a Multicultural LensEthical Dimensions of MulticulturalismCulture′s Influence on Negotiation StylesConclusionCritical Incident: Ethics Across CulturesExercise 9: Four Contrasting Ethical OrientationsAppendix: A Synthetic Culture Training Laboratory