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Examining the importance of cultural attitudes on human resource practices, this book addresses an important, but often neglected aspect of cross-cultural leadership. First providing an overview of globalization processes and a description of the global mindset concept, the author discusses how the mindset of a manager can influence cross-cultural leadership behavior and behavioral intentions. Global Mindset and Cross-Cultural Behavior: Improving Leadership Effectiveness shows how an intercultural and global approach improves managerial attitudes towards different cultural values, intercultural interactions and motivation. Using a behavioral intentions model to provide a tool for predicting cross-cultural leadership behavior, the author demonstrates how this can be applied to human resource strategy and practice.
List of contents
Chapter 1 Introduction.- Chapter 2 Leading in the Global Business Environment.- Chapter 3 A Mindset Typology.- Chapter 4 Global Mindset: the Cultural Domain.- Chapter 5 Cross-Cultural Leadership Behavior.- Chapter 6 Relationship between the Intercultural Global Mindset and Cross-Cultural Leadership Behavior.- Chapter 7 Reflection.
About the author
Wim den Dekker is Head of HR in a global company and has over 25 years of experience in both professional and managerial roles. His research focuses upon global mindset and leadership behavior in organizations through both his academic and professional work. Wim has previously published
Global Mindset and Leadership Effectiveness with Palgrave Macmillan in 2013.
Summary
Examining the importance of cultural attitudes on human resource practices, this book addresses an important, but often neglected aspect of cross-cultural leadership. First providing an overview of globalization processes and a description of the global mindset concept, the author discusses how the mindset of a manager can influence cross-cultural leadership behavior and behavioral intentions. Global Mindset and Cross-Cultural Behavior: Improving Leadership Effectiveness shows how an intercultural and global approach improves managerial attitudes towards different cultural values, intercultural interactions and motivation. Using a behavioral intentions model to provide a tool for predicting cross-cultural leadership behavior, the author demonstrates how this can be applied to human resource strategy and practice.
