Developing Multicultural Leaders

FOREWORD BY CHARLES HANDY What makes great organizational leaders? This question has been asked for many years by management thinkers and practitioners across the world. Developing Multicultural Leaders answers this question using a multicultural approach, and in a bid to discover what makes great l [...]
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FOREWORD BY CHARLES HANDY What makes great organizational leaders? This question has been asked for many years by management thinkers and practitioners across the world. Developing Multicultural Leaders answers this question using a multicultural approach, and in a bid to discover what makes great leaders the authors tackle five related issues. * What influence do early childhood years have on success? * What are the specific life experiences that contribute to leadership success? * How do leaders with potential become outstanding? * What critical paths must leaders follow on their journey to success? * And, finally, what must great leaders do exceptionally well to become and remain outstanding? Based on field research which involved questioning over 300 senior executives in 12 countries, this book synthesizes leadership literature as it answers these questions. It provides a new framework for thinking about leadership from various perspectives without ever losing sight of the whole picture. The lessons will be illuminating and beneficial for current and aspiring leaders as well as those responsible for recruiting and developing them.An indispensable book for those working in multicultural environments, who must take into account the nuances, similarities and differences in context and cultures. As internationally-known management thinker Charles Handy notes in the foreword, 'How pleasing it is to read a book on leadership that does not spring from America or Western Europe, with all the in built cultural assumptions that inevitably follow.' 'How pleasant, too, to read a research study that starts with no preconceived theories but goes straight to the leaders themselves to ask what made them who they are, which competencies they feel they needed to get where they are, and what it is that makes the best of them outstanding as leaders. It is comforting that the study reinforces my own feeling that one cannot teach leadership, only grow potential leaders, and that the growth process starts early, in the home in fact, and is a continuing mix of education, experience, mentors and models.'