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Leading with Cultural Intelligence: The Real Secret to Success

Author/EditorDavid Livermore (Author)
ISBN: 9780814449172
Pub Date22/03/2018
BindingHardback
Pages272
EditionSecond Ed
Dimensions (mm)235(h) * 159(w) * 25(d)
Leading with Cultural Intelligence a four-step model for improving your CQ and maximizing your impact in managing across cultures
$37.62
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Succeeding in today's global market requires a new set of skills than it did when the pioneers of the twentieth century were making their mark. But don't let that intimidate you from expanding your business beyond our borders. In order to negotiate with vendors in Japan, it is not necessary to immerse yourself in the Asian culture. To explore potential markets in Africa, you don't need to take a month-long safari across the jungle to learn what their people are like. The key to taking your business global, and doing so effectively, is all about your CQ--or cultural intelligence. Having done training and consulting for leaders in more than 100 countries, David Livermore, president and partner at the Cultural Intelligence Center, has detailed in Leading with Cultural Intelligence a four-step model for improving your CQ and maximizing your impact in managing across cultures:* Drive--boost your motivation for and confidence in interacting with other cultures * Knowledge--understand the relevance of differences in religion, values, norms, and languages * Strategy--plan ahead for unfamiliar cultural settings, but remain flexible if actual experience differs from expectations * Action--successfully adapt your behavior to each situationFeaturing fresh research, case studies, and statistics on the ROI of improving your CQ, this new edition of Leading with Cultural Intelligence with help you thrive in any business environment--whether it's across the world or in your own backyard.

CONTENTS

Foreword by Soon Ang, PhD, and Linn Van Dyne, PhD

PART I: CULTURAL INTELLIGENCE FOR GLOBAL LEADERS

1. Culture Matters: Why You Need Cultural Intelligence

Creating and navigating culture is among leaders' most imporant roles. Review why culture matters for today's global leaders and beware of the myths that often inform global leadership practice.

2. What Is Cultural Intelligence?

Discover the critical capabilities found in culturally intelligent leaders and learn how to assess and improve CQ in yourself and others.

PART II: DEVELOPING CULTURAL INTELLIGENCE

3. CQ Drive: Discover the Potential

Start by considering the impact of your motivation for adapting cross-culturally. And learn how to improve CQ Drive in yourself and those you lead.

4. CQ Knowledge (Part 1): Know What Differences Matter

Next, learn how to read an intercultural situation by improving your grasp of the seminal ways cultures differ. And understand the best way to use intercultural understanding.

5. CQ Knowledge (Part 2): Understand Ten Cultural Value Dimensions

Review ten cultural value dimensions and the way they influence the behavior of the ten largest cultural clusters in the world. And learn how to improve CQ Knowledge in yourself and those you lead.

6. CQ Strategy: Don't Trust Your Gut

See how to use your cultural understanding to effectively strategize on behalf of yourself and your organization. And learn how to improve CQ Strategy in yourself and those you lead.

7. CQ Action: Be Yourself, Sort Of

Discover when and how to adapt your behavior for different cultural situations. And learn how to improve CQ Action in yourself and those you lead.

PART III: LEVERAGING CULTURAL INTELLIGENCE

8. The ROI for Culturally Intelligent Leaders

Discover what predicts whether someone has high CQ. And note the relationships between what improves CQ and the return on investment from leading with cultural intelligence.

9. Developing a Culturally Intelligent Team

Review the best practices for developing a culturally intelligent organization or team. And create a plan for leading with cultural intelligence.

Epilogue: Can You Really Be a Global Leader?

Acknowledgments

Appendix 1: Ten Cultural Clusters

Appendix 2: Resources from the Cultural Intelligence Center

Notes

Index

About the Author

Succeeding in today's global market requires a new set of skills than it did when the pioneers of the twentieth century were making their mark. But don't let that intimidate you from expanding your business beyond our borders. In order to negotiate with vendors in Japan, it is not necessary to immerse yourself in the Asian culture. To explore potential markets in Africa, you don't need to take a month-long safari across the jungle to learn what their people are like. The key to taking your business global, and doing so effectively, is all about your CQ--or cultural intelligence. Having done training and consulting for leaders in more than 100 countries, David Livermore, president and partner at the Cultural Intelligence Center, has detailed in Leading with Cultural Intelligence a four-step model for improving your CQ and maximizing your impact in managing across cultures:* Drive--boost your motivation for and confidence in interacting with other cultures * Knowledge--understand the relevance of differences in religion, values, norms, and languages * Strategy--plan ahead for unfamiliar cultural settings, but remain flexible if actual experience differs from expectations * Action--successfully adapt your behavior to each situationFeaturing fresh research, case studies, and statistics on the ROI of improving your CQ, this new edition of Leading with Cultural Intelligence with help you thrive in any business environment--whether it's across the world or in your own backyard.

CONTENTS

Foreword by Soon Ang, PhD, and Linn Van Dyne, PhD

PART I: CULTURAL INTELLIGENCE FOR GLOBAL LEADERS

1. Culture Matters: Why You Need Cultural Intelligence

Creating and navigating culture is among leaders' most imporant roles. Review why culture matters for today's global leaders and beware of the myths that often inform global leadership practice.

2. What Is Cultural Intelligence?

Discover the critical capabilities found in culturally intelligent leaders and learn how to assess and improve CQ in yourself and others.

PART II: DEVELOPING CULTURAL INTELLIGENCE

3. CQ Drive: Discover the Potential

Start by considering the impact of your motivation for adapting cross-culturally. And learn how to improve CQ Drive in yourself and those you lead.

4. CQ Knowledge (Part 1): Know What Differences Matter

Next, learn how to read an intercultural situation by improving your grasp of the seminal ways cultures differ. And understand the best way to use intercultural understanding.

5. CQ Knowledge (Part 2): Understand Ten Cultural Value Dimensions

Review ten cultural value dimensions and the way they influence the behavior of the ten largest cultural clusters in the world. And learn how to improve CQ Knowledge in yourself and those you lead.

6. CQ Strategy: Don't Trust Your Gut

See how to use your cultural understanding to effectively strategize on behalf of yourself and your organization. And learn how to improve CQ Strategy in yourself and those you lead.

7. CQ Action: Be Yourself, Sort Of

Discover when and how to adapt your behavior for different cultural situations. And learn how to improve CQ Action in yourself and those you lead.

PART III: LEVERAGING CULTURAL INTELLIGENCE

8. The ROI for Culturally Intelligent Leaders

Discover what predicts whether someone has high CQ. And note the relationships between what improves CQ and the return on investment from leading with cultural intelligence.

9. Developing a Culturally Intelligent Team

Review the best practices for developing a culturally intelligent organization or team. And create a plan for leading with cultural intelligence.

Epilogue: Can You Really Be a Global Leader?

Acknowledgments

Appendix 1: Ten Cultural Clusters

Appendix 2: Resources from the Cultural Intelligence Center

Notes

Index

About the Author

DAVID LIVERMORE, PH.D., is President and Partner at the Cultural Intelligence Center. He has done training and consulting for leaders in more than 100 countries and is the author of The Cultural Intelligence Difference.

CONTENTS Foreword by Soon Ang, PhD, and Linn Van Dyne, PhD PART I: CULTURAL INTELLIGENCE FOR GLOBAL LEADERS 1. Culture Matters: Why You Need Cultural Intelligence Creating and navigating culture is among leaders' most imporant roles. Review why culture matters for today's global leaders and beware of the myths that often inform global leadership practice. 2. What Is Cultural Intelligence? Discover the critical capabilities found in culturally intelligent leaders and learn how to assess and improve CQ in yourself and others. PART II: DEVELOPING CULTURAL INTELLIGENCE 3. CQ Drive: Discover the Potential Start by considering the impact of your motivation for adapting cross-culturally. And learn how to improve CQ Drive in yourself and those you lead. 4. CQ Knowledge (Part 1): Know What Differences Matter Next, learn how to read an intercultural situation by improving your grasp of the seminal ways cultures differ. And understand the best way to use intercultural understanding. 5. CQ Knowledge (Part 2): Understand Ten Cultural Value Dimensions Review ten cultural value dimensions and the way they influence the behavior of the ten largest cultural clusters in the world. And learn how to improve CQ Knowledge in yourself and those you lead. 6. CQ Strategy: Don't Trust Your Gut See how to use your cultural understanding to effectively strategize on behalf of yourself and your organization. And learn how to improve CQ Strategy in yourself and those you lead. 7. CQ Action: Be Yourself, Sort Of Discover when and how to adapt your behavior for different cultural situations. And learn how to improve CQ Action in yourself and those you lead. PART III: LEVERAGING CULTURAL INTELLIGENCE 8. The ROI for Culturally Intelligent Leaders Discover what predicts whether someone has high CQ. And note the relationships between what improves CQ and the return on investment from leading with cultural intelligence. 9. Developing a Culturally Intelligent Team Review the best practices for developing a culturally intelligent organization or team. And create a plan for leading with cultural intelligence. Epilogue: Can You Really Be a Global Leader? Acknowledgments Appendix 1: Ten Cultural Clusters Appendix 2: Resources from the Cultural Intelligence Center Notes Index About the Author

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