The work will explore issues related to educational leadership in various settings in the 21st century. It will argue that the context for leadership within many nation states and international scenarios involves interaction between multiple and diverse social cultures. A further proposition is that the dominant leadership theory and discourse in the past reflects forms of western hegemony and mono-cultural assumptions drawn largely from the Anglo-American worldview. It will argue that such frameworks have limited validity in multicultural societies such as Australia, Britain, Canada, Europe and the USA and with indigenous communities within such nations. These societies contain significant populations which do not share the core values which inform established leadership practice and institutional paradigms in such nations. The consequence can often be insensitivity towards non-mainstream cultures, inappropriate structures, failed interventions and alienation of individuals from major institutions and traditions. Another proposition is that as more developing nations increase in affluence and view education as a key economic strategy, they become increasingly exposed to western discourses about leadership and management. Whilst acknowledging that western traditions have much to offer, there is a danger that this can involve forms of cultural imperialism whereby local traditions are ignored or subjugated. There is a need for developing nations to recognise and value the traditions and practices from their own cultures and assess the extent to which they are compatible with borrowings from other nations. Such processes require a sophisticated degree of reflective analysis to determine potential compatibilities and conflicts. This is an alternative to unmediated cultural borrowing, cloning, and hybridization. Western leadership scholars who work in such contexts have some responsibility to address this interaction instead of blithely offering practices and recipes from their metropolitan world views. The final proposition is that there is a need to develop models and practices for intercultural dynamics which are responsive to intercultural complexity. When these are thoroughly developed there will be clear implications for education. The unique features of this book include; • It introduces a new theoretical perspective on leadership and intercultural issues which builds upon the previous work of cross-cultural theorists from previous decades in educational leadership discourse • It will explore the three primary contexts for leadership and intercultural interaction; with indigenous communities in nation states, with multicultural communities in nation states and with international education and development programs • The book will draw upon a variety of authors from across the globe; from Australia, Britain, Canada, China, Fiji, Hong Kong, Mexico Sweden and the United States • The book will provide opportunities for the development of comparative and wide ranging perspectives within specific fields. For instance students will be able to compare issues related to indigenous education in New Zealand, Canada and Fiji. Multicultural perspectives can be informed by experiences from Britain, Canada and the US. One of the strong chapters in the book is on A First Nation leadership program in the US. International programs can be compared from contexts as diverse as Bellarus, China and Pacific Islands. • As such the book will supplement and challenge the mono-cultural texts which tend to dominate leadership preparation programs in both developed and developing nations. The intended audience for this book includes academics and students in the fields of education, health, public administration and community development in both the developed and developing world. It will also appeal to practitioners in national state and local sites who operate in intercultural contexts.

In the 21st century, effective leadership can be defined partially as having an ability to adapt and persevere in various cross-cultural environments. Concurrently, in an increasingly globalized environment, leadership requires a keen capacity for understanding and utilizing cultural diversity to build successful organizations. Contemporary Leadership and Intercultural Competence is a breakthrough text that features contributing chapters from some of the world′s leading scholars in the field of cross-cultural leadership. The book comprises 20 chapters that examine the evolving role of cultural diversity in the workplace, the application of cultural comprehension to organizations, and the measurement of various aspects of intercultural competence. Key Features A unique blend of theory and practical applications Several breakthrough, first-of-their-kind chapters on topics such as leadership assessments that measure parameters of intercultural competence, the legal implications of cross-cultural leadership and trade, and the development and implementation of a multicultural vision A plethora of modern examples that provide an accurate description of the contemporary landscape within organizations Invigorating discussion questions at the conclusion of every chapter that engage students Intended Audience Contemporary Leadership and Intercultural Competence is an excellent text for graduate-level courses in Organizational Development, Organizational Behavior, Leadership Theory, Cross-Cultural Management, International Business, Human Resource Management, Educational Leadership, and Public Administration. The book will be of great interest to students, senior managers, cross-cultural management consultants, government leaders, and human resource practitioners.

Featuring contributions from some of the world's most renowned cross-cultural management theorists and commentators, this breakthrough text explores the cross-cultural dynamics within organizations. The book examines the evolving role of cultural diversity in the workplace, the application of cultural comprehension to organizations, and the measurement of various aspects of intercultural competence.

Featuring contributions from some of the world's most renowned cross-cultural management theorists and commentators, this breakthrough text explores the cross-cultural dynamics within organizations. The book examines the evolving role of cultural diversity in the workplace, the application of cultural comprehension to organizations, and the measurement of various aspects of intercultural competence.

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"This is a well-written book. Quite simple and precise . . . The authors should be commended. This book deals with leadership from a very contemporary perspective that reflects the importance of multiculturalism." –Guo-Ming Chen, University of Rhode Island No matter how culturally different the person or group, there will be common-ground similarities and no matter how similar the person or group, there will be significant differences. Culture influences our thoughts, words, and actions in ways that are often unrecognized, leading to misunderstandings. Each misunderstanding can become very expensive, both in terms of missed opportunities and less effective business outcomes. Leadership in a Diverse and Multicultural Environment provides leaders with the tools necessary to effectively interact with all individuals. Although much of the research related to multiculturalism has focused on expatriates and international assignments, Leadership in a Diverse and Multicultural Environment also focuses on leaders in domestic organizations, as they can benefit from developing their own multicultural awareness, knowledge, and skills. Effective leaders can shape the culture of their organization to be accepting of individuals from all races, ethnicities, religions, and genders with a minimum of misunderstandings. Leadership in a Diverse and Multicultural Environment is well grounded in solid research, but written in an easy-to-comprehend style that: Provides a "culture centered" leadership perspective allowing organizational leaders the opportunity to attend to the influence of culture Helps the reader find examples of how multicultural awareness can make their leadership task easier Promotes an organizational culture that is more satisfying to both individuals and their leaders by embracing and celebrating differences. Leadership in a Diverse and Multicultural Environment is an ideal supplemental text for undergraduate- or graduate-level international management, leadership, or diversity-related courses taught in the business curriculum. It could also be used in leadership courses taught in education and communication departments.

Combining organizational context, knowledge dynamics and cultural intelligence, the chapters here provide guidance on not only how to lead effectively in a multicultural context, but to leverage these global workforces to increase bottom-line results and improve employee satisfaction.