Download Global Business Leadership. 2009. Contents Acknowledgement / xi

Global Business Leadership. 2009.
Contents
Acknowledgement / xi
Foreword / xiii
Prologue / xvii
1
Geoleadership Challenges / 1
Failure to Survive / 1
New Challenges for Leaders / 2
New Challenges for Organizations / 5
Paradigm Shift / 7
How Interdependent Are We As a Global Village? / 7
Why is Culture Such a Big Deal? / 9
Leadership Evolving / 11
New Roles for Leaders / 11
What are the Implications of All This Change for Global Business Leaders? / 14
Seven Key Principles of a New Leadership Paradigm / 17
Framing Context / 17
The Journey to New Leadership Frontiers / 20
The Bottom Line / 21
2
Leader Does as Culture Is? / 23
Defining the Indefinable / 23
Dimensions and Patterns of Culture / 26
The Effect of Culture on Leadership and Organizations / 30
A Briefing on Western Leadership Theory / 31
The Essentialist Perspective /35
The Contextualist Perspective /39
The Culture-Leadership Link and Intercultural Leadership Competency / 42
Prior Research on Intercultural Leadership Competency / 44
The Bottom Line / 45
3
The Principle of "Care" / 47
Taking the High Ground / 55
Ethics of Purpose (Teleology) / 56
Ethics of Principle (Deontology) / 56
Ethics of Consequence (Utilitarianism) / 57
Beyond Western Ethics Traditions / 58
Islamic Ethics / 58
Hindu Ethics / 61
African Ethics / 63
Confucianism / 64
Taoism / 64
The Moral You / 65
The Formation of Moral Principles / 65
Level One: Preconventional / 66
Level Two: Conventional / 66
Level Three: Postconventional / 67
Case Presentation: Ebay Enters Japan / 71
How could eBay have succeeded in Japan? / 74
Case Perspective: Care Applied / 74
Case Presentation: Cost versus Care / 75
Case Perspective: Care Applied / 78
The Bottom Line / 79
4
The Principle of "Communication" / 81
Intercultural Communication / 82
Do You Really Believe You're Multicultural? / 88
Case presentation: Wal-Mart in Canada / 90
Case Perspective: "Communication" Applied / 92
Case presentation: EMEA–America, a Culture Clash / 93
Case Perspective: Communication Applied / 97
The Bottom Line / 97
5
The Principle of "Consciousness" / 99
Mindfulness / 101
Curiosity / 101
Observation / 102
Reflection / 102
Adaptability / 103
Perspective Taking / 103
The Case of Flextronics Expansion: The Principle of Consciousness Applied / 106
Case Perspective: "Consciousness" Applied / 108
Case Presentation: Proflowers / 109
Case Perspective: "Consciousness" Applied / 111
The Bottom Line / 112
6
The Principle of "Contrasts" / 113
Ambiguity Zones / 114
Role Elements / 115
Process Elements / 120
Values Element / 121
What Can Go Wrong / 124
Competencies / 125
The Leader Ambiguity Aptitude Continuum / 125
Case Presentation: USAHP Expansion into Mexico / 127
Case Perspective: Contrasts Applied / 131
Case Presentation: Islamic Finance / 134
Case Perspective: Contrasts Applied / 138
The Bottom Line / 138
7
The Principle of "Context" / 141
The Intersection of Culture and Context / 143
Cultural Misunderstandings vis-à-vis The Intersection of Culture and Context / 143
Armed with Guns Rather than Understanding / 144
Yours, Mine, and Ours / 144
Hearing is Not Necessarily Believing / 145
Durable Structures at the Intersection of Culture and Context / 145
"Learning Culture" is Different from "Learning about Culture" / 145
Leadership and the Intersection of Context and Culture / 146
The Age-Old Debate: Are Leaders Born or Made? / 147
Case Presentation: Mark Shuttleworth / 149
Case Perspective: "Context" Applied / 151
Case Presentation: Renewing Relations / 152
Case perspective: Context Applied / 154
The Bottom Line / 155
8
The Principle of "Change" / 157
The Key is Learning Agility / 159
Link between Emotions and Learning / 160
Developing Learning Strategies / 162
Implications of Learning Strategy for Intercultural Leaders / 163
Case Presentation: Building Learning Agility / 164
Case Perspective: Change Applied / 170
The Principle of "Change in Practice" / 171
Case Presentation: Sun Microsystems / 171
Case Perspective: Change Applied / 175
The Bottom Line / 176
9
The Principle of "Capability" / 177
Optimizing Structure / 181
Optimizing Organizational Renewal Systems (Learning) / 182
Leading Collectives / 185
Team Effectiveness and the Intercultural Leader / 186
Managing the Organizational Culture / 190
The Management of Results / 192
Intangible Entities: Reality, Truth, Time, Space, Human Nature, and Relationships / 193
The Changing Practice of Management / 195
Planning / 196
Organizing / 198
Monitoring / 199
Leading / 201
Analysis of the Mintzberg Interview / 210
Case Presentation: Ford in Australia / 211
Case Perspective: Capability Applied / 217
The Bottom Line / 217
10
Geoleadership and the Community / 219
Appendix A: The Research Behind the Geoleadership Model / 229
Appendix B: Geoleadership Resources / 257
Appendix C: Power of Leadership Training Tool / 277
About the Author / 281
Notes / 283
Index / 295