By Fons Trompenaars
With a shopper checklist that incorporates Motorola, Daewoo, AT&T, and Volvo, Fons Trompenaars and Charles Hampden-Turner are thought of today’s so much a professional, leading edge administration specialists. In 21 Leaders for the twenty first Century, they faucet into the knowledge of high-performing leaders from round the globe—from Michael Dell to Richard Branson—who candidly talk about their very own perspectives and reports in interpreting and fixing enterprise dilemmas. greater than only a prescriptive checklist of management abilities, this precious consultant makes use of case reports, examples, charts, tables, and graphs to teach today’s enterprise leaders tips on how to: Understand—and act upon—the 7 significant dilemmas of management determine significant enterprise dilemmas within the transnational neighborhood enforce thoughts for maintaining rising entrepreneurship
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Additional resources for 21 Leaders for the 21st Century
This page intentionally left blank. qxd 10/23/01 9:00 AM Page 45 Chapter 2 b Transcultural Competence: Learning to Lead by ThroughThrough Thinking and Acting, Part II Fons Trompenaars and Charles Hampden-Turner I N THIS CHAPTER we will consider our final four dimensions: 4. Emotions inhibited (neutral) 5. Achieved status 6. Inner-directed 7. Sequential Emotions expressed (affective) Ascribed status Outer-directed Synchronous Dimension 4. Emotions Inhibited versus Emotions Expressed (Neutral) (Affective) The Sophisticated Stereotype It is well known that cultures display emotions to greatly varying degrees.
What Effective Leaders Know and Have Learned The real limitation of sophisticated stereotypes is at its most obvious here. Of course Americans are individualists, but they also have created groups for a wider variety of purposes than in most other societies: the town meeting, the Community Chest, the protest group, the Skunk Works, the training group, teamworking, the support group, the political action committee, and so on. qxd 10/23/01 8:59 AM Page 33 Transcultural Competence: Learning to Lead, Part I 33 can individualism has important group expressions.
Two are unreconciled answers, one is a compromise, and two are reconciled answers. Question 2. Jobs in Your Organization Which of the following jobs is found most frequently in your organization? a. A job that is part of an organization where everybody works together and where you do not get individual credit b. A job that allows everybody to work independently and where individual credit is received on the basis of individual performance c. A job where everybody works together in teams and where the teams constantly stimulate individual creativity d.