Contributors present varying viewpoints from France, the Untied Kingdom, Japan, the Netherlands, Germany, Italy, China, etc.
Leadership development is critical to organizational competitive advantage. The key to successful leadership development programs lies in understanding the complex and always-shifting interplay of national culture, organizational culture, program dynamics, and individual differences. Editors Derr, Roussillon, and Bournois explain the interrelationships among these influences, demonstrating how national culture may play a greater role in leadership development programs in some countries than in other countries. Contributors present varying viewpoints from the United States, France, the United Kingdom, Japan, the Netherlands, Poland, Germany, Italy, China, Vietnam, Israel, Africa, and Latin America. Perspectives on leadership management in changing organizations, on fast-track executives, and on the perspective of a clinical psychologist are included.
In addition, the editors have included a discussion of the diversity-collaboration model, a highly useful tool for modulating the pendulum swings between the two extremes. In this context, diversity in the extreme is exemplified by a fluid, mobile, global labor force in which the risks include lack of unifying goals, lack of loyalty to the firm, and lack of effective action. The converse—collaboration in the extreme—is characterized by so much internal socialization, integration, and homogeneity that creativity is squelched and innovation is stifled. Preparing future leaders effectively entails straddling the middle by integrating highly acculturated, loyal, dedicated insiders with free agents culled from the global talent pool. The various chapters on leadership development as practiced in both developed and developing countries provide valuable insight into the utility of the diversity-collaboration model. Human resource managers, leadership development consultants, and organizational behavior consultants as well as their academic colleagues will find this work tremendously useful.
Introduction by C. Brooklyn Derr, Sylvie Roussillon, and Frank Bournois Cross-Cultural Approaches to Leadership Development Managing Leadership in the United States by C. Brooklyn Derr, Jon P. Briscoe, and Kathy Buckner New Wine in Old Bottles: The Challenges of Developing Leaders in Latin America by Joseph C. Bently Identifying and Developing Future Leaders in France by Sylvie Roussillon and Frank Bournois Attaining Leadership Positions in France by Sylvie Roussillon The Management of High Potential--U.K. Perspectives by Noeleen Doherty and Shaun Tyson Highfliers in Germany by Michel Petit and Christian Scholz Leadership Italian Style by Luciano Traquandi and Patrizia Castelluci Grooming Leaders in the Netherlands by Daniel F.J. Vloeberghs Selecting Leaders in Poland During the Transition Period by Czeslaw J. Szmidt Leadership Commitment, Women, and the Japanese System by Mami Taniguchi Managing Talent in China: Confucian Origins by Changjun Dai and Zhi-guang Zheng From Revolutionaries to Political Entrepreneurs: Selecting Leaders for China's Modern State-Owned Enterprises by Xuchang Yang Developing Future Leaders for Vietnam's Market Economy by Nguyen Hoang The Role of the Army in Developing High-Potential Israeli Executives by Daniel Rouach Preparing African Leaders by Evalde Mutabazi Developing Leaders: Theoretical Perspectives Changing Organizations and Leadership Management by William S. Hesterly and C. Brooklyn Derr Toward Strategic Management for Fast-Track Executives by Frank Bournois Perspectives from a Clinical Psychologist by Sylvie Roussillon Conclusion by C. Brooklyn Derr , Sylvie Roussillon, and Frank Bournois