Leading Across Differences: Cases And Perspectives (Casebook)

This training tool provides examples of and perspectives on concepts and situations important to leading across differences. With cases gleaned from interviews of over a hundred people in over twenty organizations on five continents, the authors offer new ways of thinking about leadership challenges. The authors provide a framework and process for helping participants better understand their context and taking appropriate action. The casebook includes the Leadership Across Differences Framework, 13 research-based cases, 11 chapters written by leadership experts, nine individual exercises, as well as references and resources to extend the learning. The package is designed to be flexible enough to use for a single one-hour session or for an extended course. The information in the Facilitator’s Guide will help you craft a session or series of sessions organized around specific learning outcomes.

Kelly Hannum, Ph.D is Manager of Research at?CCL's Greensboro?campus. Her areas of expertise include?program evaluation and global leadership development. She has published, presented, and taught in a wide variety of venues internationally. She has also managed a variety of international research and evaluation projects and recently co-edited The Handbook of Leadership Development Evaluation.

Belinda B. McFeeters, Ph.D. is a Postdoctoral Research Fellow at CCL.

Lize Booysen, Ph.D. is Professor, Leadership and Change, Antioch University.

The Center for Creative Leadership (www.ccl.org) is a nonprofit educational institution that serves as an international resource for increasing the leadership capabilities of individuals and organizations. The Center's activities encompass leadership education, publications, assessments, events, and networks. Through its programs, CCL has a significant impact on some 20,000 leaders and 3,000 organizations each year. The Center is broadly recognized for excellence in leadership development and executive education by sources such as BusinessWeek, the Financial Times, and The Wall Street Journal.

Foreword (Maxine Dalton and Marian Ruderman).
Preface.
Introduction.
Purpose.
Audience.
The Organization of This Book.
How to Use This Book.
PART ONE: Leadership Across Differences Framework.
Societal Landscape.
Organizational Context.
Spillover.
Faultlines.
Triggering Event.
Leadership Practices.
Increased Direction, Alignment, and Commitment.
Organizational Outcomes.
PART TWO: Cases.
Case 1: Race and Respect.
Case 2: Water Crises.
Case 3: Floating Holidays.
Case 4: Not My Weekend.
Case 5: It's Their Fault.
Case 6: The Scent of Difference.
Case 7: Not Catching On.
Case 8: Glass Ceiling at Big Boy Toys.
Case 9: Super Drugs.
Case 10: The Right to Be Pregnant.
Case 11: Local Bombing.
Case 12: Benefits Battle.
Case 13 Francois' Dilemma.
PART THREE: Perspectives.
ONE Social Identity: Understanding the In-Group/Out-Group Group Phenomenon (Stella M. Nkomo).
TWO Triggers of Social Identity Conflict (Marian N. Ruderman and Donna Chrobot-Mason)
THREE Organizational Faultlines (Astrid C. Homan and Karen A. Jehn)
FOUR Leadership Practices Across Social Identity Groups (Marian N. Ruderman, Sarah Glover, Donna Chrobot-Mason, and Chris Ernst)
FIVE Cultural Values (Shalom Schwartz).
SIX Approaches to Difference: Allophilia and Xenophobia (Todd L. Pittinsky)
SEVEN Cultural Intelligence: A Pathway for Leading in a Rapidly Globalizing World (Linn Van Dyne, Soon Ang, and David Livermore).
EIGHT Social Justice and Dignity (Philomena Essed).
NINE Miasma: The Dynamics of Difference (Ancella B. Livers and Robert F. Solomon, Jr.)
TEN Leading Across Cultural Groups: Implications of Self-Concept (Dharm P.S. Bhawuk and Vijayan P. Munusamy).
ELEVEN Leader Values and Authenticity (Todd J. Weber).
TWELVE Leading Through Paradox (Jeffrey Yip).
PART FOUR Exercises.
Exercise 1: Mapping Your Social Identities.
Exercise 2: Your Experience with Triggers.
Exercise 3: Identifying Faultlines.
Exercise 4: Cultural Values.
Exercise 5: Approaches to Difference.
Exercise 6: Cultural Intelligence (CQ).
Exercise 7: Your Leadership Practices.
Exercise 8: Examining Your Leadership Networks.
Exercise 9: Taking a New Perspective.
Glossary.
Recommended Reading/Resources.
References.
About the Contributors.
About the Editors.