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Managing Cultural Differences: Global Leadership Strategies for the 21st Century Philip R. Harris, Robert T. Moran, Sarah V. Moran MA
Publisher: Butterworth-Heinemann

In 2003 he reorganized for developing global leaders. Developing global leaders with cultural sensitivities and collaborative skills requires greater focus on emotional intelligence, self-awareness, and empowerment than on traditional management skills. Such seven characteristics: global mindset, globility, global cultural empathy, global leadership effectiveness, global design & innovation, global cognizance, global mobility can become key leadership differentiators in 21st century. Developing global leaders necessitates a shift from focusing on management skills to helping leaders be effective in different cultures by increasing their self-awareness, emotional intelligence, and resilience. Harvard's Bill George argues that too many multinationals are still ignoring the need to identify and develop global leaders equipped for the challenges of the 21st century Developing such leaders with cultural sensitivities and collaborative skills requires greater focus on emotional intelligence, self-awareness, and empowerment than on traditional management skills. The global executives are business generalist demand more comprehensive skills in leadership, strategic thinking, relationship building and management, crisis management and public relations in addition to finance, sales & marketing . Atlanta-based Coca-Cola is one such pioneer in geographic diversity. In particular, the book presents a fuller discussion of global business today. Shirley Davis has more than 15 years of experience in Human Resources, Organizational & Leadership Development and Diversity Management. The Endowment's rich history over the last century has brought together political leaders, policy makers and public intellectuals from all countries to contribute to this great debate. To understand these approaches, Samuel Palmisano, IBM's chairman and former CEO, recognized that IBM's traditional hierarchical structure would not be effective in the 21st century because it was dominated by product and market silos. The Endowment also exhibits a rich future, . Given these changing circumstances, here in Washington it is important to ask whether current US strategic frameworks for managing China's emerging regional and global role are sufficient for the future task. Samuel Palmisano, IBM's chairman and former CEO, recognized that IBM's traditional hierarchical structure would not be effective in the 21st century because it was dominated by product and market silos. This new edition of a business textbook bestseller has been completely updated.