Intercultural Leadership

For many of us, connecting with people across the world is now easy and commonplace. But coming into contact with different ways of doing things means losing our superpower of giving meaning to what is happening around us, interacting skilfully and building rapport. In the first part of this book, Sierk Horn shows how intercultural interactions set in motion psychological processes. The second part deals with the behavioural determinants of intercultural communication. The third part examines our social environment and how we deal with cultural differences. The book wants to make you curious about intercultural leadership. It invites you to explore humanistic perspectives in everyday communication. A wealth of exercises will accompany you on your learning journey.

Auteur
Professor Dr. Sierk A. Horn lehrt Wirtschaftskommunikation und Interkulturelle Kompetenz an der Fakultät für Betriebswirtschaftslehre an der Hochschule München.

Contenu
Preface Leadership Across Cultures A Humanistic Perspective on Leadership Across Cultures A Manual for This Book Features of This Book 1 Unfamiliar Worlds and Me 1.1 Turning Global Integration into Intercultural Contact 1.2 Conceptual Consideration (1): Sense-Making in Intercultural Encounters 1.3 Conceptual Considerations (2): Communication in Intercultural Encounters 1.4 Communications Skills Matter! Practical Applications in Intercultural Leadership 2 Determinants of Cross-cultural Management Research: Then and Now 2.1 'Cross-Cultural' Management Research: A Short History 2.2 Communications Skills Matter! Practical Applications in Intercultural Leadership 3 A Neo-behavioural Approach to Intercultural Encounters 3.1 Intercultural Encounters as Interaction Between Environmental Influences and Psychological Processes 3.2 Communications Skills Matter! Practical Applications in Intercultural Leadership 4 Making Sense of Unfamiliar Worlds 4.1 Edward T. Hall (1959) 4.2 Kluckhohn & Strodtbeck, 1961 4.3 Hofstede (1976) 4.4 Trompenaars & Hampden-Turner (1994) 4.5 Schwartz (1994) 4.6 Project GLOBE (2004) 4.7 Communications Skills Matter! Practical Applications in Intercultural Leadership 5 Life Biographies 5.1 Life Biographies in the International Workplace 5.2 Intercultural Competence as a Learning Journey 5.3 Communications Skills Matter! Practical Applications in Intercultural Leadership 6 Environment and Everyday Life Experiences 6.1 Conceptual Considerations: The Roots of Learning About 'Otherness 6.2 Communications Skills Matter! Practical Applications in Intercultural Leadership 7 Activation 7.1 Arousal and Intercultural Sense-Making 7.2 Tonic and Phasic Activation 7.3 Culture Bumps and Arousal Process 7.4 The Effects of Culture Bumps 7.5 Communications Skills Matter! Practical Applications in Intercultural Leadership 8 Emotion 8.1 Emotions in the International Workplace 8.2 Conceptual Considerations: Emotions as Pass to Intercultural Leadership 8.3 Are Emotions Universal or Culture-Specific? 8.4 Applications in Intercultural Leadership 8.5 Communications Skills Matter! Practical Applications in Intercultural Leadership 9 Motivation 9.1 Motivations in the International Workplace 9.2 Conceptual Considerations: Why Do People Behave the Way They Do? 9.3 Motivation Theories 9.4 Communications Skills Matter! Practical Applications in Intercultural Leadership 10 Culture & Fantastic Ways Where to Find It 10.1 Largely Hidden Roots of Motivational Processes 10.2 Communications Skills Matter! Practical Applications in Intercultural Leadership 11 Motivation and Intercultural Competence 11.1 Motivation as a Source for Developing Intercultural Abilities and Capacities 11.2 Intrinsic and Extrinsic Motivation 11.3 The Importance of Self-Worth 11.4 Two Pathways of Sense-Making: High and Low Pot of Practising Interculturality 11.5 Navigating Fear Zones 11.6 The Risk of Incongruence When Practising Interculturality 11.7 Communications Skills Matter! Practical Applications in Intercultural Leadership 12 Attitudes 12.1 Attitudes in the International Workplace 12.2 Attitudes and Intercultural Competence Conceptualisations 12.3 A-B-C Model of Attitude 12.4 Behaviour Predictability in Intercultural Encounters 12.5 Communications Skills Matter! Practical Applications in Intercultural Leadership 13 Attitude Change & Learning 13.1 Attitude Change and Learning in the International Workplace 13.2 Communications Skills Matter! Practical Applications in Intercultural Leadership 14 Awareness 14.1 Awareness in the International Workplace 14.2 Managing and Responding to Culture Bumps 14.3 Communications Skills Matter! Practical Applications in Intercultural Leadership 15 Trust Creation 15.1 Trust Creation in the International Workplace 15.2 The Importance of Projecting Trust and Reliability 15.3 Trustworthy Leadership 15.4 Communications Skills Matter! Practical Applications in Intercultural Leadership 16 Facework 16.1 The Role of Facework in the International Workplace 16.2 Verbal-, Non-Verbal and Para-Verbal Communication 16.3 What Language Should We Use in the International Workplace? 16.4 Proficiency in English as a Driver of Intercultural Competence 16.5 Business English (in a Nutshell) 16.6 Communications Skills Matter! Practical Applications in Intercultural Leadership Final Thoughts And What Now? Bibliography List of Figures List of Tables