This chapter from Transnational Leadership Development introduces leaders to the contrasts that exist between those raised in cultures that focus primarily on the needs and interests of the individual—I-centric cultures—and those raised in cultures that place primary emphasis on the collective needs of the group (family, work team, organization, society, etc.)—we-centric cultures. It covers behaviors, expectations, how to manage their performance, and how to get them working together.
In this book, Joan C. Lopez and Beth Fisher-Yoshida offer an alternative narrative of youth and peacebuilding, to the popular one about youth, violence, and peacemaking. Using testimonies of current and past youth community leaders in Colombia, Lopez and Fisher-Yoshida tell a story of hope, creativity, and unrelenting resilience. They bring attention to the ways peaceful responses to violent conflicts are formed in communities and how these have the potential to inform processes of peacebuilding in areas with similar social and historical characteristics. Focused on action-oriented initiatives, the book concludes by proposing ways in which social change can continue to happen and how we might be able to foster it. Lopez and Fisher-Yoshida specifically explore ways in which we can continue to support efforts and create new initiatives for other youth. Some of these ideas include doing more capacity building, fostering more networking and knowledge transfers, identifying ways of increasing social entrepreneurship, and building more effective youth leaders. Peacebuilding in Colombia fills an important gap in the literature on the characteristics of peacebuilding. It is a must read for academics, students and practitioners interested in the study and practice of peacebuilding in violent and post violent contexts.
As the business world becomes increasingly borderless, leaders and managers of all cultures are being called on with greater frequency to assume leadership roles in other countries or to lead diverse multicultural teams in their own countries. Transnational Leadership Development acquaints readers with the paradoxes and mental processes leaders need to relate successfully to people with different backgrounds, cultures, and societal identities. The book advises readers on how leaders may learn to see, feel, and experience the world with different lenses; take the necessary amount of time to reflect on what they know and what they need to know; find new ways to communicate; and be resilient in the face of this unique challenge. This powerful guide lights the way for those seeking to develop their people’s proficiency in leading globally.
This chapter from Transnational Leadership Development teaches how to communicate across cultures focusing on the interaction between the speakers (direct–indirect), the shared and disparate meaning of words, expressions, and phrases (words–expressions), and to the style of delivering the message (linear–circular). Filled with examples it features a model for communicating more effectively across cultural differences including listening more effectively, forms of inquiry, voicing thoughts and feelings, and empathy.
This chapter from Transnational Leadership Development introduces leaders to the contrasts that exist between those raised in cultures that focus primarily on the needs and interests of the individual—I-centric cultures—and those raised in cultures that place primary emphasis on the collective needs of the group (family, work team, organization, society, etc.)—we-centric cultures. It covers behaviors, expectations, how to manage their performance, and how to get them working together.
This chapter from Transnational Leadership Development teaches how to communicate across cultures focusing on the interaction between the speakers (direct–indirect), the shared and disparate meaning of words, expressions, and phrases (words–expressions), and to the style of delivering the message (linear–circular). Filled with examples it features a model for communicating more effectively across cultural differences including listening more effectively, forms of inquiry, voicing thoughts and feelings, and empathy.
Each chapter includes thorough self-assessments and probing questions with which to gauge your own and your organization's transnational competencies. In all, Transnational Leadership Development becomes not only a frank and thought-provoking analysis of the cross-cultural business landscape, but also a practical and precise instrument with which to prepare your organization's future global leaders."--BOOK JACKET.
Transnational Leadership Development acquaints readers with the paradoxes and mental processes leaders need to relate successfully to people with different backgrounds, cultures, and societal identities. This appendix helps translate the transformative learning process into a process that HR professionals can use in employee interventions and learning experiences. It explains six dynamics necessary to provide a context for an intervention plus examples of how to apply it to conflict management.
As the business world becomes increasingly borderless, leaders and managers of all cultures are being called on with greater frequency to assume leadership roles in other countries or to lead diverse multicultural teams in their own countries. Transnational Leadership Development acquaints readers with the paradoxes and mental processes leaders need to relate successfully to people with different backgrounds, cultures, and societal identities. The book advises readers on how leaders may learn to see, feel, and experience the world with different lenses; take the necessary amount of time to reflect on what they know and what they need to know; find new ways to communicate; and be resilient in the face of this unique challenge. This powerful guide lights the way for those seeking to develop their people’s proficiency in leading globally.
This will help us customize your experience to showcase the most relevant content to your age group
Please select from below
Login
Not registered?
Sign up
Already registered?
Success – Your message will goes here
We'd love to hear from you!
Thank you for visiting our website. Would you like to provide feedback on how we could improve your experience?
This site does not use any third party cookies with one exception — it uses cookies from Google to deliver its services and to analyze traffic.Learn More.