Global and culturally diverse leaders and leadership

Global and Culturally Diverse Leaders and Leadership: New Dimensions and Challenges for Business, Education and Society Building Leadership Bridges The International Leadership Association (ILA) series, Building Leadership Bridges, brings together leadership coaches and consultants, educators and students, scholars and researchers, and public leaders and executives working around the globe to create unique topical volumes on contemporary leadership issues This cross-sector, cross-cultural, cross-disciplinary series contributes to more integrated leadership thinking, practices, and solutions that can positively impact our complex local and global environments The world needs better leadership and ILA's mission of promoting a deeper understanding of leadership knowledge and practice for the greater good aims to make a difference Learn more at www.ila-net.org Forthcoming Title: Evolving Leadership for a Sustainable Future: A Path to Collective Wellbeing, edited by S Steffen, with S Rappaport and S Trevenna (2018) Recent Titles: Breaking the Zero-Sum Game: Transforming Societies through Inclusive Leadership, edited by Aldo Boitano, Raúl Lagomarsino Dutra and H Eric Schockman (2017), ISBN: 978-1787431867 Grassroots Leadership and the Arts for Social Change, edited by Susan J Erenrich and Jon F Wergin (2017), ISBN: 9781786356888 Creative Social Change: Leadership for a Healthy World, edited by Kathryn Goldman Schuyler, John Eric Baugher and Karin Jironet (2016), ISBN: 978-1786351463 Leadership 2050: Critical Challenges, Key Contexts, and Emerging Trends, edited by Matthew Sowcik, Anthony C Andenoro, Mindy McNutt and Susan Elaine Murphy (2015), ISBN: 978-1785603495 Global and Culturally Diverse Leaders and Leadership: New Dimensions and Challenges for Business, Education and Society Edited by Jean Lau Chin Adelphi University, Garden City, NY, USA Joseph E Trimble Western Washington University, Bellingham, WA, USA Joseph E Garcia Western Washington University, Bellingham, WA, USA United Kingdom À North America À Japan À India À Malaysia À China Emerald Publishing Limited Howard House, Wagon Lane, Bingley BD16 1WA, UK First edition 2018 Copyright r 2018 Emerald Publishing Limited Reprints and permissions service Contact: permissions@emeraldinsight.com No part of this book may be reproduced, stored in a retrieval system, transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without either the prior written permission of the publisher or a licence permitting restricted copying issued in the UK by The Copyright Licensing Agency and in the USA by The Copyright Clearance Center Any opinions expressed in the chapters are those of the authors Whilst Emerald makes every effort to ensure the quality and accuracy of its content, Emerald makes no representation implied or otherwise, as to the chapters’ suitability and application and disclaims any warranties, express or implied, to their use British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library ISBN: 978-1-78743-496-7 (Print) ISBN: 978-1-78743-495-0 (Online) ISBN: 978-1-78743-535-3 (Epub) ISSN: 2058-8801 (Series) ISOQAR certified Management System, awarded to Emerald for adherence to Environmental standard ISO 14001:2004 Certificate Number 1985 ISO 14001 Contents List of Contributors ix Foreword xiii Introduction xvii Part CHAPTER A New Look at Leadership: Overview Theory Leadership from Africa: Examples of Trait Theory Nyasha M GuramatunhuCooper CHAPTER The Case for an Indigenous Collectivist Mindset Kem Gambrell CHAPTER CHAPTER 41 How the Communal Philosophies of Ubuntu in Africa and Confucius Thought in China Might Enrich Western Notions of Leadership Rob Elkington and Elizabeth A Tuleja Part 21 Cross-cultural Dimensions of Personal Stories in Communicating Authentic Leadership Marco Aponte-Moreno and Konstantinos Koulouris CHAPTER 63 Ethnocultural Contexts Influence and Global Leadership: China, India, and the Multinational Corporation Christie Caldwell and Ethan Prizant 85 v vi CONTENTS CHAPTER Indo-European Leadership (IEL): A Non-Western Leadership Perspective Afsaneh Nahavandi and Hema A Krishnan CHAPTER Current and Emerging Patterns of Muslim Leadership Lina Klemkaite Part CHAPTER 125 Application of Global and Diverse Perspectives in Different Contexts Service Leadership under the Service Economy Daniel T L Shek, Po Chung, Li Lin, Hildie Leung and Eddie Ng CHAPTER 105 143 Reinvigorating Conversations about Leadership: Application of Strategic Choice Theory to the Social Justice Organizational Leader Caroline S Clauss-Ehlers and Lynn Pasquerella 163 CHAPTER 10 Probing Leadership from Racio-Ethnic Perspectives in Higher Education: An Emergent Model of Accelerating Leader Identity Jeanetta D Sims, Ed Cunliff, Atoya Sims and Kristi Robertson 183 CHAPTER 11 Campus Unrest in American Higher Education: Challenges and Opportunities for Strategic Diversity Leadership Ralph A Gigliotti, Brighid Dwyer and Kristina Ruiz-Mesa 211 CHAPTER 12 Inclusive Leadership and the Dynamics of Multinational Military Operations Yvonne R Masakowski 233 Contents Part vii Future Directions… CHAPTER 13 A New Perspective towards Leadership Paradigm Damini Saini 253 CHAPTER 14 A Sustainable, Culturally Competent Approach to Academic Leadership Sherwood Thompson, Timothy Forde and Tom Otieno 279 CHAPTER 15 Addressing Race and Culture within a Critical Leadership Approach Jennifer L S Chandler and Robert E Kirsch 307 Epilogue 323 About the Authors 327 About the Editors 337 Index 339 This page intentionally left blank List of Contributors Marco Aponte-Moreno School of Economics and Business Administration, Saint Mary’s College of California, Moraga, CA, USA Christie Caldwell Aperian Global, Gloucester, MA, USA Jennifer L.S Chandler Arizona State University, Tempe, AZ, USA Po Chung Hong Kong Institute of Service Leadership & Management, Hong Kong, China Caroline S Clauss-Ehlers Graduate School of Education, Rutgers, The State University of New Jersey, New Brunswick, NJ, USA Ed Cunliff University of Central Oklahoma, Edmond, OK, USA Brighid Dwyer Program on Intergroup Relations, Villanova University, Villanova, PA, USA Rob Elkington University of Ontario Institute of Technology, Canada Timothy Forde Eastern Kentucky University, Richmond, KY, USA Kem Gambrell Doctoral Program in Leadership Studies, Gonzaga University, Spokane, WA, USA ix 334 ABOUT THE AUTHORS includes strategic communication, workforce diversity, and persuasion and social influence She founded Diverse Student Scholars, an undergraduate research engagement program, now in its tenth year Her sole- and co-authored research appears in multiple book chapters and journals Atoya Sims holds a master’s degree in adult and higher education from the University of Central Oklahoma and works as a human resources administrator with Ford Audio-Video Systems, LLC As an undergraduate and graduate student, she worked as a research assistant in Diverse Student Scholars She has multiple publications and research conference presentations related to various aspects of workforce diversity, and she has earned two Top Paper Awards at conferences for her co-authored research Sherwood Thompson is a professor at Eastern Kentucky University He has three edited books: Views From The Frontline: Voices of conscience on College Campuses, Coping With Gender Inequities: Critical Conversations of Women Faculty, and a twovolume Encyclopedia of Diversity and Social Justice He published 64 articles, essays, and papers all variously concerned with education and social justice He has attained distinction through a lengthy and productive career in an array of leadership positions that served the academic needs of diverse students, faculty, and staff Elizabeth A Tuleja, PhD, is an Associate Professor at the Mendoza College of Business, University of Notre Dame, where she teaches intercultural communication and global leadership She also has had the honor to serve as a Fulbright Scholar in China Prior to Notre Dame, she taught at the Wharton School and the Chinese University of Hong Kong She holds a Master’s degree in Intercultural Communication and a Doctorate in Education from the University of Pennsylvania, graduating with distinction She consults with clients such as Boeing, U.S Marines, U.S Army, Merrill Lynch, Morgan Stanley, Bank of America, AXA, Marriott International, Verizon, China Development Bank, and HSBC She is the author of two books: Intercultural Communication for Business (GlobeComm, 2015) and Intercultural Communication for Global Leadership: How Leaders Communicate for Success (Routledge, 2017) She has also developed a popular online executive certificate course (http://goo.gl/fM0XoN) in Advanced Intercultural Management through the University of Notre Dame/University Alliance About the Authors 335 Melba J T Vasquez is in independent practice in Austin, TX She is a former president of the American Psychological Association, and of APA Divisions 17 (Society of Counseling Psychology), 35 (Society for the Psychology of Women), and the Texas Psychological Association She has an extensive record of scholarship in the areas of ethics, multicultural psychotherapy, psychology of women, counselling, and psychotherapy She has received awards for distinguished professional contributions, career service, leadership, advocacy, and mentorship Ian O Williamson is the Pro-Vice Chancellor and Dean of the Business School at Victoria University, Wellington (New Zealand) His research focuses on how the development of effective “talent pipelines” can enhance organizational and community outcomes In particular, he examines strategic human resource management issues, talent management in SMEs, diversity management, and firm innovation He received his PhD from the University of North Carolina at Chapel Hill (USA) and a bachelor’s degree from Miami University (USA) This page intentionally left blank About the Editors Jean Lau Chin (EdD, Columbia University, Teachers College) is a psychologist and Professor at Adelphi University Her career of more than 40 years of experience includes significant leadership roles within academia as dean at Adelphi University and Systemwide Dean at Alliant International University, and within health service delivery systems as Director of the Thom Clinic and Executive Director of the South Cove Community Health Center Currently, she is Council Leadership Team Chair and on the Board of Directors of the American Psychological Association, President of the International Council of Psychologists In addition to her clinical and consulting practice, she has published 18 books and numerous publications and professional talks on diversity, leadership, Asian American, and women’s issues She was editor of the Special Issue on Diversity and Leadership in the American Psychologist (April 2010), author of Women and Leadership (2007), and co-author of Diversity and Leadership (2015) She is a Fulbright Scholar as Distinguished Chair in Cultural Competence at the University of Sydney in Australia and has engaged in leadership development training for women and ethnic minorities Joseph E Garcia (PhD, University of Utah) is Professor of Management and formerly founding Director of the Morse Leadership Institute at Western Washington University His career focus is on building healthy communities in organizations, with publications spanning topics of leadership, diversity, managerial skills, management education, and change management with information technology His service includes being a lead faculty member for the Society for the Advancement of Chicano/ a and Native American Scientists (SACNAS) Leadership Institute He is a member of the Academy of Management, OBTS: Teaching Society for Management Educators, and the Management Faculty of Color Association He currently serves as member of 337 338 ABOUT THE EDITORS the Editorial Board for the Journal of Management Education, Management Teaching Review, and the Journal of Leadership and Organizational Studies Joseph E Trimble (PhD, University of Oklahoma) has over 35 years of experience conducting social and behavioral research with ethnic populations primarily American Indians and Alaska Natives and has played significant roles in leadership within the multicultural communities and within the profession For the past 35 years he has served on over 15 different scientific review panels for the National Science Foundation and the National Institutes of Health He has generated over 150 publications on cross-cultural and ethnic topics in psychology including 21 edited, co-edited, and co-authored books His recent books include (with Celia Fisher), the Handbook of Ethical Research with Ethnocultural Populations and Communities, and (with Miguel Gallardo, Christine Yeh, and Thomas Parham) Working culturally and competently with persons of African, Asian, Latino, and Native Descent: The culturally adaptive responsive model of counseling and (with Paul Pedersen, Juris Draguns, Walt Lonner, and Maria Scharron-del Rio) Counseling Across Cultures, 7th Edition, and (with Jean Lau Chin) Diversity and Leadership Index Abstinence, 117 Accountability, 109, 112À113, 117, 119 Action-orientation, 112, 114, 118, 119 Adelphia, 254 Aditya Birla Group, 100 Agony, 108 Alaska Indian/Native Americans (AI/NA), 23, 24, 26À30, 32, 33, 35 Altruistic love, 149 American Association of Colleges and Universities (AAC&U), 226 Anglo cluster, 42, 46, 50À54 American model compatibility within, 55À57 limitations of, 59À60 respondents’ reflections, 55 Anoushiravan, Khosrow, 109 Aravind Eye Care, 115À116 Arcelor Mittal, 100 Ardeshir I, 109 Aristotle, 7, 72, 186 Arrogance, 113 Arthur Andersen, 254 Articulation, 170 Assertiveness, 46 Association of American Colleges and Universities (AAC&U), 289 Attributes of leadership distal, 11À12 proximal, 12 Authentic Action Wheel, 187 Authenticity defined, 46 as leadership trait across cultures, 48À50 Authentic leadership, 46À48, 114, 186À188 communication, crosscultural dimensions of, 41À60 developmental perspective of, 47 intrapersonal perspective of, 47 relational perspective of, 47 Authority charismatic, 131À132 rational-legal, 130À131 traditional, 131, 133À135 types of, 130À133 Aversion towards sense objects, 108 Avoidance, 189 Bakhtin, M.M., 188 Bank of America, 221 Benevolence, 64, 65, 75À78, 114, 264, 265, 267À269 Bentham, Jeremy, 166 Bhagavad Gita, 108, 109 Bias, 288 Birla, 115 339 340 INDEX Bonaparte, Napoleon, 15 Boren, David, 215, 216 Buddha, Buddhism, 114 Bull, Sitting, 33 Calhoun, John C., 215 Campus inclusion and community at U.S colleges and universities, violations of, 214À217 Capitalism, 120À121 Caring, 169 Caring of others, 119À120 Ceremony, 26 Character development, 148 Charismatic authority, 131À132 Charismatic leadership, 114, 258, 323 Christianity, 136 Christian Zheng Sheng College, 156 Chung, Po, 144, 147 Churchill, Winston, 7, 15 Civility, 279 Civil Rights Movement, 214 Cloud, Red, 33 Coca-Cola, 221 Cognitive capacities, 11 Collaboration for mutual beneficence, 65 Collaborative leadership, 67, 295À296, 298 Collective identity, 68, 76 Collectivism, 24À27, 73 defined, 23 horizontal, 26, 34, 35 versus individualism, 45 in-group, 46 societal, 46 vertical, 26, 34, 35 See also Indigenous Collectivism Mindset (ICM) Communalism, 64, 72, 76 Communal leadership, 67 Communication Eastern style, 73 skills, 42, 242 Western style, 73 Compassion, 30À31, 67, 109, 114, 116, 117, 262 Conceptualization skills, of culturally competent administrators, 290 Confrontation, 189 Confucian Asia cluster, 42, 46, 50À54 American model incompatibility within, 57À58 limitations of, 59À60 respondents’ reflections, 55 Confucianism, 114, 144 Confucius, 7, 72, 74 Confucius leadership, 70À72, 76À78 Consequentialist principles, 166 Consequentialists, 166 Contentment, 117 Contingent reward behavior, 259 Cooperative Institutional Research Program (CIRP), 224 Corporate Executive Board (CEB), 88 Correctness of living See Confucius leadership Courage, 74, 112, 187 Crisis, defined, 218 Crisis diversity leadership, 221À225 create and support pipelines, 224 dialogue expertise, 224À225 diversity audits, 223 Index as institution-wide imperative, 223 protest protocols, 224 Crisis leadership, 218À220 Critical analysis, 308À309 Critical leadership theory current terrain of, 309À310 Critical race theory tenets for addressing, 310À314 Cross-cultural competence, 240 Cruelty, 113 Cultural acceptance, 288 Cultural acknowledgement, 288 Cultural action, 288 Cultural awareness, 288 Cultural competence, 242 dimensions of, 284À288 promotion of, 282À283 Cultural differences, 43À46 social classes, 44 time, 44À45 Cultural Dimension Theory, 45 Cultural expectations for leadership, 172À174 Cultural intelligence, 238 Culturalist approach to Muslim leadership, 127 Cultural sensitivity, 279, 288 Cultural values, 145, 164 Culture, 7À8, 24, 43À46, 285À286 defined, 44 influence and, 90À91 Customs, 26 Data-driven decision-making, 279 Debate, 96 Decision-makers, 168, 169 Demographic diversity, 59 Deontological principles, 166 Deontologists, 166 Depersonalization, 128 Descartes, Rene, 94 341 Determination, 5, 10 Developmental perspective of authentic leadership, 47 Dialogue expertise, 224À225 Diop, Cheikh Anta, 8À9 Diplomacy, 32À33, 242 Disagreement, 96 Discipline, Discrimination, 288 Disintegration, 132 Dispositional qualities, 11 Distal attributes of leadership, 11À12 Distributed leadership, 65, 145 Distributive justice, 167 Diversity audits, 223 Diversity crisis model, 222 Diversity leaders characteristics of, 291À292 as promoter of cultural competence, 292À294 Diversity leadership, 220À221 crisis See Crisis diversity leadership Dramaturgical approach to human interaction, 129À130 Duty, 76 Eastern worldview of virtues, 72À76 Ebbers, Bernie, 254 Educational equity, 170 Educational leadership, 190 Elite leadership, 150, 151À153 Empathy, 149, 262, 269 Enron, 47 Equity-mindedness, 226 Ethical attitude, 267 Ethical behavior, 279 Ethical failure, 256 Ethical leadership, 148À149, 174, 269 characteristics of, 164À169 Ethics, 7, 164, 166, 262, 264 342 INDEX Ethnic identity, 23À24, 145 Ethnicity, 43, 217 European Agency of Fundamental Rights, 126 Exemplification, 130 Faculty leadership, 176, 177 Fairfield University, 215 diversity-related incidents, 214 Fairness, 109, 115 Faith, 149 Far-Eastern leadership compared with IndoEuropean Leadership, 113À115, 117 Fastow, Andrew, 254 Femininity versus masculinity, 45 Filial piety, 74 Follower relationship, leadership as, 126 Followers, 7, 22, 111 Forbearance, 108 Forgiveness, 30À31 Franco, Francisco, 44 Free Speech Movement, 214 Fung Service Leadership Education Initiative, 154 Future orientation, 46 Gandhi, Mahatma, 7, 108À109, 115 Gates, Bill, 15 Gender, egalitarianism, 46 identity, 217 Generosity, 29, 68, 74, 112, 269 Genocide, 288 Global Youth Leadership Program, 156 GLOBE (Global Leadership and Organizational Behavior Effectiveness Research) project, 42, 45À46, 50À60, 107, 114 GlobeSmart Assessment Profile, 95, 96 Godrej Consumer Products, 115 Grameen Bank, 115, 116 Great man theory See Trait theory of leadership Gross Domestic Product (GDP), 143 Grounded theory, 183, 184, 189, 193 Group identification, 128 Group orientation, 74 Harmony, 73, 74 Hierarchical relationships, 74 Hogan assessment, 242 Hollander’s theory, 237 Honesty, 65, 74, 76, 108, 149, 187, 264, 266 Honoring commitments, 187 Hope, 149 Horizontal collectivism (HC), 26, 34, 35 Horizontal individualist (HI), 26 Hubris, 113 Humaneness, 76 Humane orientation, 46 Humanism, 264 Humanness, 67 Human terrain, 238 Humility, 30, 42, 68, 76, 108, 109, 113À114, 116, 187, 242 flexible versus monumentalism, 45 IBM, 45 Identity collective, 68, 76 ethnic, 145 gender, 217 racial/ethnic, 23À24 Index Immoral leadership, 255À256 Inclusive command environment, creation of, 235À236 Inclusive excellence, 288À290 Inclusive leaders, development of, 241À243 Inclusive leadership, 4, 15, 65, 70 cultural challenges to, 241 implications for, 243À244 organizational challenges to, 241 qualities of, 236À241 Inclusiveness, 67 India Indo-European Leadership, 108À109, 115À116 India Railway system, 115 Indigenous Collectivism Mindset (ICM), 21À36 advances to, 34À35 compassion, 30À31 diplomacy, 32À33 forgiveness, 30À31 generosity, 29 humility, 30 individuality, 33À34 people involvement, 31À32 relationship, 27À29 respect, 30 Individualism versus collectivism, 45 Individualistic triumph over adversity, 42 Individuality, 33À34 Individual leadership, 65À70 Indo-European Leadership (IEL), 105À121 compared modern leadership, 113À115 compared with Far-Eastern, 113À115, 117 implications for practice, 116À120 343 in modern India, 115À116 principles of, 110À113 roots of, 107À110 Western organizations, applications of, 116À120 Indulgence versus restraint, 45 Influence culture and, 90À91 as global leadership framework, 88 implications of, 101À102 mix, 92À93 relational, 92, 98À101 structural, 92, 96À97 verbal, 91, 93, 94À96, 99À101 Infosys, 115 In-group collectivism, 46 Innovation, 118, 266, 267 Innovative leadership, 5, In-process-oriented life, 196, 198À200 Inspiration, 262 Institutional diversity, 214À217 Institutionalization, 132À133 Instrumental compliance, 259, 260 Integrity, 5, 10, 64, 78, 111À112, 114, 117, 118À119, 261, 262, 264, 266, 269 moral, 75À76, 78 Intelligence, 5, 10 Intelligence Preparation of the Battlespace, 236 Interactional justice, 167 Interdependence, 68, 76 Internalization, 259, 260 Interstate Teacher Assessment and Support Consortium (InTASC), 289 Intrapersonal perspective of authentic leadership, 47 Invisible hand, 121 Iran 344 INDEX Indo-European Leadership, 109À110 Islamic leadership See Muslim leadership Ithaca College, 215 diversity-related incidents, 214 Jobs, Steve, 15 Johnson, Ellen Sirleaf, 12 Justice, 67, 109, 115, 187 distributive, 167 interactional, 167 procedural, 167 social, 164 Kant, Immanuel, 71À72, 164 Kekula, Fatu, 5, 12 Kindness, 74, 78, 109, 112À114, 116, 119À120, 149 Kinship, 74 Knowledge seeking, 109 tacit, 12À14 Koslowski, Dennis, 254 Kouzes, James, 261 Kung Fu Zu, 74 Language, 26 Lao Tzu, 72 Lay, Ken, 254 Leaders, 7, 22, 67, 100, 111 inclusive, 241À243 responsibilities of, 260À262 values of, 260À262 Leadership, defined, 150, 323 Leadership as Enabling Function, 65À66 Leadership as Gardener, 66 “Lean In” feminism, 314 Legitimacy, 112, 131, 132 Lehman Brothers, 47 Lı (gracious behavior), 75 Life giving, 5, Loyalty, 74 MacArthur, Douglas, 240À241 Machiavelli, Niccolò, 111, 114, 165 Mahindra, 100 Malice, 113 Managerialist logic of leadership justice, 167 Mandela, Nelson, 68À70 Manufacturing economy versus service economy, 144À145 Masculinity versus femininity, 45 Médecins Sans Frontières (Doctors without Borders), 236 Melbourne Business School Asia Pacific Social Impact Center, 324À325 Mencius, 72 Mental Complexity assessment, 242 Meritocracy, 311, 312 Micro-Financing, 115 Military dictatorship, 44 Mill, John Stuart, 166 Model of leader traits and leadership, 11À12 Moderation, 109 Moderation, 112, 114, 119 Modern leadership compared with IndoEuropean Leadership, 113À115 Modesty, 108 Monumentalism versus flexible humility, 45 Moral distress, 164, 176À178, 180 Moral integrity, 76, 78 Morality, 68, 71, 76, 146, 150 Moral perspectives, 237 Index Motives, 11 Multinational military operations, 233À246 Muslim leadership, 125À138 challenges to, 135À137 charismatic authority, 131À132 culturalist approach to, 127 new identity dynamics of, 135À137 postcolonial legacy in traditional authority, 133À135 rational-legal authority, 130À131 reciprocal relationship, 127À130 traditional authority, 131, 133À135 Weberian approach to, 127 Mutuality, 68, 76 MyersÀBriggs Type Indicator, 242 Nadella, Satya, 117À118 NATO multinational military operations, 234, 235 Neutrality, 311, 312 No-gritch mentality, 199, 201À203 Nonviolence, 108, 109 Nooyi, Indra, 117, 118 NTPC (National Thermal Power Corporation), 115 Nzima, Sizwe, 5, 13À14 Obedience, 131 Objectivity, 311, 312 Organizational commitment, 268À269 Organizational Commitment Scale, 264 345 Organizational diversity, 190À191 Organizational structure, 168 Orientation future, 46 humane, 46 performance, 46 Pacific Partnership, 239 Passivity, 112 Path-Goal model, 257 Peace, 74 Peking University, 156 People involvement, 31À32 Perceived Productivity Scale, 264 Performance orientation, 46 Performativity, 309À310 Perseverance, 187 Persistence, 74 Personal agency, 72À74 Personal identification, 259, 260 Personal interest, locating, 5À6 Personality, 11 Personalization skills, of culturally competent administrators, 290 Personal stories cross-cultural dimensions of, to authentic leadership communication, 41À60 Pichai, Sundar, 118 Plato, 7, 72, 186 Political theory of leadership, 316À317 PolyU, 154, 156 Posner, Barry, 261 Power, 7, 112 Power distance, 45, 46 Prejudice, 288 Pride, 113 Problem-solving skills, 12, 14 Procedural justice, 167 346 INDEX Process skills, of culturally competent administrators, 290 Prosperity, 65 Protest protocols, 224 Proximal attributes of leadership, 12 Purity, 108, 117 Race, 217 Race Relations Act (RRA), 316 Racial discrimination, 221 Racial identity, 23À24 Racial oppression, 315À316 Racio-ethnic leadership, 183À207 rationale for, 184À185 Ramalinga Raju, 254 Rationalism, 94 Rationality, 312 Rational-legal authority, 130À131 Reciprocal relationship, leadership as, 126À130 Red Cross, 235 Reddy’s Laboratories, 115 Relational dialectics, 188À190 Relational influence, 92, 98À101 Relational leadership, 67 Relational perspective of authentic leadership, 47 Relationship, 27À29, 73 defined, 23 follower, 126 reciprocal, 126À130 Reliance, 100 Religiosity, 112 Religious diversity governance, 136 Rén (kind benevolence), 75 Repentance, 117 Research approach, 88À90 Respect, 30, 78 Responsibility, 117, 262, 264À269 Responsible leadership, 265À266 Restraint versus indulgence, 45 Righteousness, 76 Routinization of charisma, 132 Rutgers University diversity-related incidents, 216 Sacrificial service, 187 Sandberg, Sheryl, 15 Satyagraha (insistence on truth), 109 Satyam, 254 Schmidt, W H., 261 Scientific inquiry, 94 Self-awareness, 237 Self-centeredness, 254 Self-confidence, 10 Self-control, 108 Self-disclosure, 42 Self-involvement, 254 Self-reflection, 173 Self-transformation, 148 Sense of duty, 187 Sense of interrelatedness, 67 Sense of justice, 187 Servant leadership, 114, 148, 242, 295, 298, 323 Service economy, 143À157 distinguished from manufacturing economy, 144À145 Service leadership, 143À157 education, in Hong Kong, 154À157 principles of, 150À154 Service to Guru, 108 Service to others, 114 Sexual orientation, 217 Shahrur, Muhammad, 134 Shifting center, 86À87 Index Silk Road Youth Leadership Program, 156 Situational Leadership model, 257 Situationism, 10À11 Skilling, Jeffrey, 254 Smith, Adam, 120À121 Sociability, 10 Social capacities, 12, 14 Social identity theory, 128, 190 Social justice, 164, 169À179 characteristics of, 170 Social justice organizational leader, 163 differentiation of, 171À172 phases of, 172À175 real life examples of, 175À179 Social norms, 64, 78 Societal collectivism, 46 Society of Boys’ Centres, 155 Socrates, 72, 186 Socratic Method, 94 Spirited sense of self, 194À197 Spiritual leadership, 114, 149À150 Standard speech, 51 Steadfastness, 108 Stearns, Bear, 255À256 Stereotyping, 288 Story speech, 50À51 Strategic choice theory, 163, 168À169, 171 as strategy for climate change, 174À175 Structural influence, 92, 96À97 Substantive rationality, 131 Suffering, 108 Sustainable, culturally competent leadership, 279À302 characteristics of, 280À281 practices, 297, 299À301 purpose of, 288À289 347 Sustainable leadership, 294À295, 298 Symbolic interactionism, 129 Tacit knowledge, 12À14 Taoism, 114 Tata, 100, 115 Terra Incognitae, 65 Theory of utility, 166 Thoreau, Henry David, 114 360 assessment, 242 Traditional authority, 131 postcolonial legacy, 133À135 Traditions, 26 Trait theory of leadership, 3À5, 9À11 examples, 12À14 Transactional leadership, 171, 259, 323 Transcendentalism, 114 Transformational leadership, 149, 171, 259À260, 296, 298, 323 Transition of leadership, 85À102 Transparency, 237 Trust, 149, 264 Trustworthiness, 266 Tzu, Sun, 111, 114 Ubuntu leadership, 65À70, 76À78 Ulama, 126, 133, 134, 137 Umbuntu, 22 Uncertainty avoidance, 45, 46 Uniformity, 73 United Nations, 235 Unity, 68, 76 University of Louisville, 215 diversity-related incidents, 214 University of Maryland, 215 diversity-related incidents, 214 348 INDEX University of Missouri diversity-related incidents, 214, 216 University of Oklahoma diversity-related incidents, 216 U.S Census Bureau 2014 National Population Projections, 284 U.S college campuses, changing landscape of, 283À284 U.S Navy “Fat Leonard scandal,”, 237 Value-laden Leadership Scale, 263À264 Values, 12, 171, 261À262 Venkataswamy, Govindappa, 115À116 Verbal influence, 91, 93, 94À96 emphasis on today’s global matrix, 99À101 Vertical collectivism (VC), 26, 34, 35 Vertical individualist (VI), 26 Victor and William Fung Foundation, 154 Vietnam War, 214 Virtues, 64, 65, 76 Eastern worldview of, 72À76 Western worldview of, 72 Vision, 149 Visionary leadership, 297, 298 Volkswagen, 47 Vu jádè, 65, 70 Warring States Period, 74 Washington, George, 15 Weberian approach to leadership authority, types of, 130À133 Weberian approach to Muslim leadership, 127 Welch, Jack, 261 Western leadership applications of, 76À78 Western paradigm, leadership as, 6À9, 21 Western worldview of virtues, 72 Wharton School, 45 Wipro, 115 Work-infused journey, 202, 204À206 WorldCom, 254 Worldview, 71 Xi’an Jiaotong University, 156 Yì (moral character), 75À76 Yunus, Muhammad, 115 Zang, Arthur, 5, 14 Zoroastrianism, 109, 115 ... between diverse leaders and diverse members and between leaders and diverse contexts shape the enactment of leadership Part 1: A New Look At Leadership: Overview Western styles and models of leadership. . .Global and Culturally Diverse Leaders and Leadership: New Dimensions and Challenges for Business, Education and Society Building Leadership Bridges The International Leadership Association... worldviews and lived experiences influence leadership styles, and how the interaction of diverse leaders, diverse members, and diverse contexts shape the enactment of leadership The challenges of diverse