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.
Rezensionen / Stimmen
Aus: Personalführung 2/2025 [.] Er zeigt, wie interkulturelle Kompetenz dazu beitragen kann, ein Team zu motivieren. [.]
Sprache
Verlagsort
Zielgruppe
Für höhere Schule und Studium
Illustrationen
25
48 farbige Abbildungen, 25 Tabellen
Maße
Höhe: 243 mm
Breite: 170 mm
Dicke: 35 mm
Gewicht
ISBN-13
978-3-8252-6186-3 (9783825261863)
Schweitzer Klassifikation
Autor*in
Hochschule München
Professor Dr. Sierk A. Horn lehrt Wirtschaftskommunikation und Interkulturelle Kompetenz an der Fakultät für Betriebswirtschaftslehre an der Hochschule München.
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
