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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