Transnational Leadership Development: Preparing the Next Generation for the Borderless Business World | by Beth Fisher-Yoshida and Kathy D. Geller | 2009 | ISBN: 9780814410394. Transformative Learning in Human Resource Development and Successes

December 7, 2009 by kutenk
Filed under: Business Books

Transnational Leadership Development: Preparing the Next Generation for the Borderless Business World

by Beth Fisher-Yoshida and Kathy D. Geller
2009 (222 pages)
ISBN:9780814410394

Offering practical advice for preparing those working with other cultures, this book acquaints readers with the paradoxes and mental processes leaders need to relate successfully to people with different backgrounds, cultures, and societal identities.

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Transnational Leadership Development—Preparing the Next Generation for the Borderless Business World

Foreword
Preface
Overview
What Does It Mean to Be A Transnational Leader?
Who Is the Intended Audience for This Book?
Our Research
Our Practice

Chapter 1 – Introduction
Changing Work Structures
The Confluence of Three Variables Have Created Transnational Organizations
Meeting the Learning Needs
Foundational Influences
Using Paradoxes
The Five Paradoxes
Use of Provocative Questions
To Consider

Chapter 2 – Paradox of Knowing—Knowing Self and Honoring Others
Overview
Leadership, It’s About You…
Developing Self-Awareness
Clarity About Values That Guide Actions
Awareness of Your Social Identity
A Deep Awareness of the Implicit Assumptions That Drive Actions and Responses
Knowing Yourself and Appreciating the Other: A Five-Step Development Process
The Self and the Context of Another
Activities to Support “Knowing Yourself and Honoring Others”

Chapter 3 – Paradox of Focus: “I”-Centric and “We”-Centric
Overview
Contrasting Cultures: “I-Centric and We-Centric”
Global Performance Management Scenario
The Contradictions in Individualistic and Collective Cultures
“We-Centric”-Based Performance Management
“I-Centric”-Based Performance Management
Activities to Support “I-Centric and We-Centric” Orientations

Chapter 4 – Paradox of Communication—Communicating Across Difference
Overview
Communication Is the Challenge for Transnational Leaders
Bernard and Wai Ting: The Challenge of Being Transnational
Who Is (Are) the Transnational Leader(S) in This Case
What Cultural Influences Are Impacting the Relationship Between Bernard and Wai Ting?
What Are the Career and Interpersonal Risks for Bernard and Wai Ting in This Situation?
What Are the Organizational Risks?
What Do You Need to Understand About Intercultural Communication?
The Dilemma of Communicating With Words: Direct and Indirect
The Dilemma of Communicating Feelings: Expressive and Restrained
The Dilemma of Communicating Outcomes: Linear and Circular
Bernard, Wai Ting, and the Three Dilemmas
Communicating in the “Space Between”
The Transnational Leader, the “Space Between,” and Dialogue
“Live” Dialogue

Chapter 5 – Paradox of Action—Doing and Reflecting
Balancing Action and Thought
How Much Time Do You Spend Reflecting On What You Are Doing?
The Impact of Doing: the Need for Reflecting
Points to Consider
Quadrants of Reflection
Quadrants of Reflection with Five Guiding Questions
Cultural Implications of the Questions
On Action: Individual
On Action: Group
In Action: Individual
In Action: Group
Leader’s Role
Suggested Tips

Chapter 6 – Paradox of Response—Short Term and Long Term
Overview
Time Orientation and Time Perspective
Paradox of Response Scenario
Dierk’s Goals
Kim’s Goals
Driving Forces
Role of the Firm
Time Concepts
Unintended Consequences
Sustainability
Developing a Broader Sense of Time

Chapter 7 – Embracing the Paradoxes
Overview
The Paradox of Knowing
The Paradox of Focus
The Paradox of Communication
The Paradox of Action
The Paradox of Response
Developing Transnational Leaders
Eight Workshop Design Considerations

Appendix 1 – Tools
Appendix 2 – Transformative Learning in Human Resource Development and Successes in Practitioner Applications—Conflict Management and Leadership Development
Transformative Learning Practitioner Applications
The Dynamics of Transformative Learning
Transformative Learning in Practice
Successes in Scholarly Practitioner Applications: Conflict Management
Successes in Scholarly Practitioner Applications: Developing Relational Leaders
Conclusions

Endnotes
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Chapter 6
Chapter 7
Appendix 2

References

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