Leadership development is critical to organizational competitive
advantage. The key to successful leadership development programs
lies in understanding the complex and always-shifting interplay of
national culture, organizational culture, program dynamics, and
individual differences. Editors Derr, Roussillon, and Bournois
explain the interrelationships among these influences,
demonstrating how national culture may play a greater role in
leadership development programs in some countries than in other
countries. Contributors present varying viewpoints from the United
States, France, the United Kingdom, Japan, the Netherlands, Poland,
Germany, Italy, China, Vietnam, Israel, Africa, and Latin America.
Perspectives on leadership management in changing organizations, on
fast-track executives, and on the perspective of a clinical
psychologist are included.
In addition, the editors have included a discussion of the
diversity-collaboration model, a highly useful tool for modulating
the pendulum swings between the two extremes. In this context,
diversity in the extreme is exemplified by a fluid, mobile, global
labor force in which the risks include lack of unifying goals, lack
of loyalty to the firm, and lack of effective action. The
converse--collaboration in the extreme--is characterized by so much
internal socialization, integration, and homogeneity that
creativity is squelched and innovation is stifled. Preparing future
leaders effectively entails straddling the middle by integrating
highly acculturated, loyal, dedicated insiders with free agents
culled from the global talent pool. The various chapters on
leadership development as practiced in both developed and
developing countries provide valuable insight into the utility of
the diversity-collaboration model. Human resource managers,
leadership development consultants, and organizational behavior
consultants as well as their academic colleagues will find this
work tremendously useful.
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