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As the business world becomes increasingly borderless, leaders and managers of all cultures are being called on with greater frequency to assume leadership roles in other countries or to lead diverse multicultural teams in their own countries.
Transnational Leadership Development acquaints readers with the paradoxes and mental processes leaders need to relate successfully to people with different backgrounds, cultures, and societal identities. The book advises readers on how leaders may learn to see, feel, and experience the world with different lenses; take the necessary amount of time to reflect on what they know and what they need to know; find new ways to communicate; and be resilient in the face of this unique challenge. This powerful guide lights the way for those seeking to develop their people’s proficiency in leading globally.
- Sales Rank: #1453814 in eBooks
- Published on: 2009-02-26
- Released on: 2009-02-26
- Format: Kindle eBook
Review
“this frank and useful book offers much in the way of real-life experience and insights especially useful to HR leaders” --HR Professional
From the Inside Flap
As your business’s universe becomes increasingly more global, it’s tempting to say that as borders seem to disappear so do cultural differences. But nothing could be further from the truth. In fact, as we do more and more business in other lands and with people raised in different cultures, it becomes increasingly evident that “global” is not a synonym for “melting pot.”
Beyond obvious issues like basic communication, deep rooted cultural differences present an array of challenges that must be considered in order for global leadership to be effective.
The idea of “transnational leadership” is purposely distinguished from “international leadership,” which implies a uniform, blanket relationship with all your constituents worldwide; and from “multinational leadership,” which indicates leading within each nation or culture as a discrete function apart from your company’s other entities. Transnational leadership allows you to establish broad consistencies across all of your worldwide operations, while respecting, embracing, and leveraging local cultural differences toward better performance, teamwork, employee satisfaction, and results.
In order for transnational leadership to be effective, it is important to recognize cultural differences not as “problems” to be solved, which implies a “right” and “wrong” way to do things. It is better to regard such differences as paradoxes, where “the issues related to culture and communication can be positioned on continuums with contradictory characteristics,” without the misguided notion that one “way” should somehow trump another.
In Transnational Leadership Development, authors Beth Fisher-Yoshida and Kathy Geller identify five overarching considerations that can be seen as bridges by which to connect disparate cultural outlooks:
Knowing Self and Honoring Others. Recognizing our own worldviews and assumptions and how they affect our interactions with others.
Focus (“I”-centric versus “We”-centric). How heavily should leadership focus on individuals? On the group?
Communication. Recognize and use appropriate levels of direct and indirect communication relevant to the particular cultural context, and consider how today’s communication impacts tomorrow’s relationships.
Action (Doing versus Reflecting). Constantly striving for results while taking the time to reflect meaningfully on the effectiveness of actions.
Response (Short- versus Long-Term). Understanding and reconciling different perceptions of time across cultures; identifying the advantages and implications of both long- and short term goals; and juxtaposing current gain with future ramifications to arrive at responsible courses of action.
Each of these five topics is examined in depth, and illustrated with examples taken from real global business settings. Each chapter includes thorough self assessments and probing questions with which to gauge your own and your organization’s transnational competencies. In all, Transnational Leadership Development becomes not only a frank and thought provoking analysis of the cross cultural business landscape, but also a practical and precise instrument with which to prepare your organization’s future global leaders.
Beth Fisher-Yoshida, Ph.D., is the Founder of Fisher-Yoshida International, LLC, consulting globally on organizational development and intercultural competence and diversity. She lives in Teaneck, New Jersey.
Kathy D. Geller, Ph.D., is presently Director of Organization Effectiveness at Stanford University. Prior to joining Stanford in 2008, she was Managing Director of Areté Leadership International, Ltd., an international consultancy working with Fortune 500 leaders in Asia, Africa, and the Middle East. She lives in Palo Alto, California.
From the Back Cover
As the global business world changes, so do the cultures that compose it. But many traditions and cultural mores are long standing, and their influence on business practice does not come and go with new developments— even the kind of sea change that is rendering much of the business landscape borderless.
As a business leader in this new world order, it is just as important for you to recognize and respect cultural differences as it is to find common ground with your counter parts across the world.
With Transnational Leadership Development, authors Beth Fisher-Yoshida and Kathy Geller introduce a new philosophy of managing, what they have identified as the five paradoxes of cross-cultural interaction. Although rife with substantial challenges, these paradoxes are hardly “problems” with easily packaged “solutions.” (Such simplistic approaches most often lead to misguided initiatives, lost productivity, and long-term unease within a company’s global family.) But by understanding these paradoxes, you will learn to view the world through different lenses, find new and more effective ways to communicate, and move forward in a global context quickly and confidently while still taking the critically necessary time to reflect upon the effects of your actions.
Whether your leadership role takes you to far flung locations throughout the world or has you managing culturally diverse teams right in your own neighborhood, Transnational Leadership Development—with its revealing assessments, challenging exercises, and genuinely illuminating case studies—is a practical and engaging tool for laying the groundwork for the continued growth of your business in the global arena.
Most helpful customer reviews
0 of 0 people found the following review helpful.
A very valuable contribution to the field of leadership development
By Carolyn Feuille
Transnational Leadership Development: Preparing the Next Generation for the Borderless Business World addresses some important issues of global management, especially the tricky area of leading people. Their five paradoxes represent some of the key dimensions of culture which most impact business practices, thinking, behaving and intercultural interaction. I especially appreciate their examples and case studies to highlight how cultural awareness and competence enable managers to be effective in leading their teams, in serving clients and partnering with suppliers. Or put in the opposite manner, they clearly demonstrate how lack of such competence negatively impacts individuals and their organizations. Hopefully, this book will be read by MBA students so that they don't commit the errors illustrated and then contribute to global organizations being places to work with intercultural communication and inclusion abound.
Carolyn Feuille, President
Esprit Global Learning
cfeuille@espritgloballearning.com
0 of 0 people found the following review helpful.
Excellent...Highly recommend!
By HS
For those managers and leaders who work in cultures other than their own, this book is essential reading. The authors have tremendous international experience in leadership development. They know the complexity of multicultural business relationships and yet Fisher-Yoshida and Geller have not just put a simpler spin on a difficult subject, but created a framework around understanding differences as five paradoxes. The use of paradoxes makes the issues easier to comprehend so that knowledge, reflection and changed behavior can lead to more effective leadership. The case studies are clear and the relevance is immediately apparent. A flexible approach is needed in building, leading and managing multicultural teams; this book provides a path with clarity, deep understanding and skill.
0 of 0 people found the following review helpful.
A window to explore the paradoxes of difference...
By Citizen of the world
Fisher-Yoshida and Geller draw from their professional experiences consulting with managers across Asia, Africa, the Middle East, Europe and the US. Because they conducted their work from bases beyond the US, their cases and stories offer perspectives for readers from a range of cultures. At the heart of their message is the call to each person to "let go of expectations or the desire for sameness and accept that our effectiveness with others can be enhanced by knowing, honoring and welcoming difference...with an air of curiosity and openness to the potential of what could be." The reader journeys through dialogue and cases considering five paradoxes that each person needs to consider in buiding relationships between self and other.
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