thinking about inter-cultural leadership are we going deep：关于跨文化领导的思考我们将深入.pdfVIP

Draft Feb 04, 2011 Thinking about Inter-Cultural Leadership: Are We Going Deep Enough to Bridge Cultural Differences Alicia D. Crumpton, Ph.D. Abstract The purpose of this paper is to critically examine the relationship between culture and worldviews with regard to strategies presented in leadership studies literature relative to understanding culture and global and inter-cultural leadership. Key Words: Leadership, Culture, Worldviews Introduction In the 2000s, much attention has been paid to globalization, culture, and intercultural leadership. A number of authors have written about cultural intelligence and global leadership emphasizing the importance of cross-cultural understanding (for examples, see Cohen, 2007; Goldsmith et al., 2003; Hames, 2007; Harris, Moran Moran; Livermore, 2010; Moua, 2010; Trompenaars Voerman, 2009; Wibbeke, 2009). The Global Leadership and Organizational Behavior (GLOBE) study provided detailed descriptions and understanding of unique and shared leadership practices within and across cultures within 62 countries (Chhokar, Brodbeck, House, 2007; House et al., 2004). Thomas Friedman (2007) coined the terms the world is flat and Globalization 3.0 describing the period after 2000. Friedman noted, “flatness [describes] how more people can plug, play, compete, connect, and collaborate” (p. x). Given this, it seems logical that leadership studies’ scholars would have an interest in culture, global and intercultural leadership. But something seems awry for the literature seems to present a view where if the leader gains knowledge about a culture and its difference then he/she can lead effectively. Contrast this with Samuel Huntington’s (1993) prediction of a pending ‘clash of civilizations’ where differing cultural factors such as history, language, tradition, and religion result i