TITLE

Transnational Leadership Development

AUTHOR(S)
Fisher-Yoshida, Beth; Geller, Kathy D.
PUB. DATE
June 2009
SOURCE
Transnational Leadership Development - Business Book Summaries;2009, Vol. 1 Issue 1, p1
SOURCE TYPE
Book Summary
DOC. TYPE
Book Summary
ABSTRACT
01 pp. AMACOM 200 9 Cultural differences need to be acknowledged, respected and embraced because technology has brought people together around the world. Without an understanding of and respect for cultures other than one's own, much is at risk: productivity, project success, promotions, raises, and even one's position with the company. A pproaching situations not as problems but as paradoxes is the focus of Transnational Leadership Development. Paradoxes are managed and addressed through conversations among the involved parties. The authors identify five paradoxes . The first paradox is the paradox of knowing, which expands into knowing one's self and honoring others. The authors stress, "Leadership is about you in the context of others." To develop self-awareness, transnational leaders must be clear about their values, and they must be aware of their social identity as well as their inherent assumptions. T he second paradox is the paradox of focus, which encompasses "I"-Centric and "We"-Centric cultures. "I"-Centric cultures focus on the individual; minimize group connections; reward independent thought and action; make things happen by self-determination; and expect people to speak up for themselves. Conversely, "We"-Centric cultures focus on the group. They exhibit group solidarity, feel responsibility for each other, subordinate personal needs, emphasize harmony and loyalty, and utilize indirect communication. T he third paradox is the paradox of communication, focusing on communicating across differences. Understanding the true intention of a message requires a focus on three key points: interaction between speakers; shared and disparate meaning of words, expressions, phrases; and message delivery style. T he fourth paradox is the paradox of action, stressing the difference between doing and reflecting. Without reflection on action, you risk being trapped in unproductive patterns. Also, creativity is squashed and relationships can not grow. When it comes...
ACCESSION #
41131877

 

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