The Resource Trans-cultural leadership for transformation, Isabelle My Hanh Derungs

Trans-cultural leadership for transformation, Isabelle My Hanh Derungs

Label
Trans-cultural leadership for transformation
Title
Trans-cultural leadership for transformation
Statement of responsibility
Isabelle My Hanh Derungs
Creator
Subject
Language
eng
Cataloging source
NLE
http://library.link/vocab/creatorName
Derungs, Isabelle My Hanh
Dewey number
658.4092
Illustrations
illustrations
Index
index present
LC call number
HD57.7
LC item number
.D47 2011
Literary form
non fiction
Nature of contents
bibliography
http://library.link/vocab/subjectName
  • Transformational leadership
  • Diversity in the workplace
  • Organizational change
  • Organizational effectiveness
Label
Trans-cultural leadership for transformation, Isabelle My Hanh Derungs
Instantiates
Publication
Bibliography note
Includes bibliographical references(p. 230-240) and index
Contents
  • structure of the book
  • Balancing self-perception versus external ascription
  • 6.4.4.2.
  • Accepting the responsibility of leadership
  • 6.4.4.3.
  • Creating an environment of trust and learning
  • 6.4.4.4.
  • Overcoming irritations and difficulties
  • 6.4.4.5.
  • Understanding why they behave as they do
  • 6.4.4.6.
  • pt. I
  • Difficult situations - sometimes unsolvable even with coaching
  • 6.5.
  • "Survey can measure neither culture nor leadership"
  • pt. III
  • Practice-Based Proposal for Leadership of Transformation
  • 7.
  • Trans-Cultural Leadership Development
  • 7.1.
  • Organizational leadership development as business survival strategy
  • 7.2.
  • Theories and Definitions
  • Mentoring trans-cultural competence for international outlook
  • 7.3.
  • Establishing a learning environment for trans-cultural growth
  • 7.4.
  • Ensuring learning process for improvement
  • 7.5.
  • Cultural awareness as the process of "out-of-awareness"
  • 7.6.
  • Creation of anchoring and safety
  • 7.7.
  • 2.
  • From self-mastery to collective mastery
  • Culture
  • 2.1.
  • Culture in times of pluralism of identities
  • 2.2.
  • Culture beyond the container paradigm
  • 2.3.
  • Machine generated contents note:
  • Behavior that is taken for granted
  • 2.4.
  • Cultural change through leadership
  • 2.5.
  • Culture and leadership
  • 3.
  • Leadership
  • 3.1.
  • Two major leadership orientations
  • 3.1.1.
  • 1.
  • Traits of leadership
  • 3.1.2.
  • Behaviors of leadership
  • 3.2.
  • Transformational and transactional leadership
  • 3.3.
  • Leadership and management
  • 3.4.
  • Leadership, power, and ethics
  • 3.5.
  • Introduction
  • Leadership competencies
  • 4.
  • Organizational Change and Development
  • 4.1.
  • Organizational culture
  • 4.2.
  • Organizational change and development
  • 4.3.
  • learning organization
  • 4.4.
  • 1.1.
  • Leaders - more than just change agents
  • 4.5.
  • From uncertain protection of values to sustainable values creation
  • 5.
  • Trans-Cultural Leadership
  • 5.1.
  • Leadership styles across cultures
  • 5.2.
  • concept of trans-culture
  • 5.3.
  • Leaders and the challenges of the 21st century
  • Trans-cultural leadership
  • 5.4.
  • Leadership of trans-cultural competence T-COM
  • 5.4.1.
  • T-Ching process of T-COM
  • 5.4.2.
  • dimensions of the acquisition of T-COM
  • 5.4.3.
  • principles and approaches of trans-cultural competence
  • 5.5.
  • 1.2.
  • Trans-cultural leadership for transformation
  • pt. II
  • Snapshot of Leadership of the 21st Century
  • 6.
  • Image of Leadership
  • 6.1.
  • Review of related theories
  • 6.2.
  • scope of aims
  • 6.3.
  • Goals and benefits for readership
  • Applied methods and procedures
  • 6.4.
  • Presentation and discussion of the results
  • 6.4.1.
  • Part I: Educational and professional background of the participants
  • 6.4.2.
  • Part II: The relevance of foreign experiences
  • 6.4.3.
  • Part III: Leadership in international/intercultural fields
  • 6.4.3.1.
  • 1.3.
  • Trait quaities of leadership
  • 6.4.3.2.
  • Self, others, and perception orientation
  • 6.4.3.3.
  • would-be leadership
  • 6.4.3.4.
  • Coaching and training in specific difficult situations
  • 6.4.4.
  • Part IV: Open questions and comments
  • 6.4.4.1.
Dimensions
23 cm.
Extent
xv, 255 p.
Isbn
9780230280939
Isbn Type
(hbk.)
Other physical details
ill.
System control number
  • (CaMWU)u2160370-01umb_inst
  • 2300678
  • (OCoLC)694227691
Label
Trans-cultural leadership for transformation, Isabelle My Hanh Derungs
Publication
Bibliography note
Includes bibliographical references(p. 230-240) and index
Contents
  • structure of the book
  • Balancing self-perception versus external ascription
  • 6.4.4.2.
  • Accepting the responsibility of leadership
  • 6.4.4.3.
  • Creating an environment of trust and learning
  • 6.4.4.4.
  • Overcoming irritations and difficulties
  • 6.4.4.5.
  • Understanding why they behave as they do
  • 6.4.4.6.
  • pt. I
  • Difficult situations - sometimes unsolvable even with coaching
  • 6.5.
  • "Survey can measure neither culture nor leadership"
  • pt. III
  • Practice-Based Proposal for Leadership of Transformation
  • 7.
  • Trans-Cultural Leadership Development
  • 7.1.
  • Organizational leadership development as business survival strategy
  • 7.2.
  • Theories and Definitions
  • Mentoring trans-cultural competence for international outlook
  • 7.3.
  • Establishing a learning environment for trans-cultural growth
  • 7.4.
  • Ensuring learning process for improvement
  • 7.5.
  • Cultural awareness as the process of "out-of-awareness"
  • 7.6.
  • Creation of anchoring and safety
  • 7.7.
  • 2.
  • From self-mastery to collective mastery
  • Culture
  • 2.1.
  • Culture in times of pluralism of identities
  • 2.2.
  • Culture beyond the container paradigm
  • 2.3.
  • Machine generated contents note:
  • Behavior that is taken for granted
  • 2.4.
  • Cultural change through leadership
  • 2.5.
  • Culture and leadership
  • 3.
  • Leadership
  • 3.1.
  • Two major leadership orientations
  • 3.1.1.
  • 1.
  • Traits of leadership
  • 3.1.2.
  • Behaviors of leadership
  • 3.2.
  • Transformational and transactional leadership
  • 3.3.
  • Leadership and management
  • 3.4.
  • Leadership, power, and ethics
  • 3.5.
  • Introduction
  • Leadership competencies
  • 4.
  • Organizational Change and Development
  • 4.1.
  • Organizational culture
  • 4.2.
  • Organizational change and development
  • 4.3.
  • learning organization
  • 4.4.
  • 1.1.
  • Leaders - more than just change agents
  • 4.5.
  • From uncertain protection of values to sustainable values creation
  • 5.
  • Trans-Cultural Leadership
  • 5.1.
  • Leadership styles across cultures
  • 5.2.
  • concept of trans-culture
  • 5.3.
  • Leaders and the challenges of the 21st century
  • Trans-cultural leadership
  • 5.4.
  • Leadership of trans-cultural competence T-COM
  • 5.4.1.
  • T-Ching process of T-COM
  • 5.4.2.
  • dimensions of the acquisition of T-COM
  • 5.4.3.
  • principles and approaches of trans-cultural competence
  • 5.5.
  • 1.2.
  • Trans-cultural leadership for transformation
  • pt. II
  • Snapshot of Leadership of the 21st Century
  • 6.
  • Image of Leadership
  • 6.1.
  • Review of related theories
  • 6.2.
  • scope of aims
  • 6.3.
  • Goals and benefits for readership
  • Applied methods and procedures
  • 6.4.
  • Presentation and discussion of the results
  • 6.4.1.
  • Part I: Educational and professional background of the participants
  • 6.4.2.
  • Part II: The relevance of foreign experiences
  • 6.4.3.
  • Part III: Leadership in international/intercultural fields
  • 6.4.3.1.
  • 1.3.
  • Trait quaities of leadership
  • 6.4.3.2.
  • Self, others, and perception orientation
  • 6.4.3.3.
  • would-be leadership
  • 6.4.3.4.
  • Coaching and training in specific difficult situations
  • 6.4.4.
  • Part IV: Open questions and comments
  • 6.4.4.1.
Dimensions
23 cm.
Extent
xv, 255 p.
Isbn
9780230280939
Isbn Type
(hbk.)
Other physical details
ill.
System control number
  • (CaMWU)u2160370-01umb_inst
  • 2300678
  • (OCoLC)694227691

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