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Leading Extreme Projects explores the challenges, obstacles and
techniques associated with running large projects in some of the
most challenging environments and economies in the world. From an
oil and gas program in the Amazon with a background of drug
trafficking, delicate indigenous communities and some of the most
challenging logistics; to a mining project in West Africa involving
a consortium of state and private contractors plus a global supply
chain. From a shipping efficiency project involving two joint
venture programs with stakeholders from the European, North and
South American and Asian continents; to a hostile gold project
stakeholder management process in Central America involving
substantial cultural differences between the north and the south.
The authors' insights and advice will help the reader understand
the global context of leadership in these extreme projects as well
as the nature of the structures and teams required to create,
design, operate and transfer global capital programs. In
particular, they provide perspectives on the issues of leading
cross-cultural teams, working amongst sensitive indigenous people
and transferring knowledge to build local capacity. This is an
important reference text for senior executives involved in both the
strategy and the delivery side of extreme projects, as well as for
those researching and studying the field.
As the speed of globalization increases, as companies become
flatter, as firms engage in temporary organizations from joint
ventures to alliances, and as more business is conducted with
virtual teams, there is a need for effective and efficient
cross-cultural leadership. It is common today to have virtual teams
working in numerous countries from many different personal,
societal, and business cultures. Experience gave a glimpse of a
pattern of cross-cultural leadership attributes that were accepted
and recognized globally (etic): trust, empathy, power,
communication and transformation. Starting with a definition of
leadership and culture, the work was undertaken to explore,
exegetically, the vast literature on leadership and culture, to
synthesize it and correlate it to experience and other studies, and
to test the validity of the cross-cultural leadership intelligence
(XLQ) model that emerged. The definition of cross-cultural
leadership we developed is the ability to inspire the desire to
follow, and to inspire achievement beyond expectations.
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