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Chapter 1: Making the Business Case for Increased Awareness, Knowledge,and Skills Multiculturalism and Diversity Multiculturalism is Inclusiveand Broadly Defined The Need for Multicultural Skills InternationalPerspectives on Managing Diversity Value Added from Multiculturalism andDiversity Why Focus on Leaders? Conclusion Critical Incident:Culture and Performance Feedback Exercise 1: Coalitions and TrustFormation Chapter 2: The Complexity of Culture Cultural Similarities andDifferences A Test of Reasonable Opposites One Size Does Not Fit AllThe Multicultural Perspective Has An Up Side Culture is Complex and notSimple Culture Balance is Dynamic and not Static The Dangers ofIgnoring Culture White Privilege is Real Conclusion CriticalIncident: Is it White Privilege? Exercise 2: A Test of ReasonableOpposites Chapter 3: Cultural Frameworks and Their Importance for LeadersLeaders and Culture Seminal Work on Culture Additional ImportantResearch Related to Culture GLOBE Research Culture and ContextDeveloping Intercultural Sensitivity Cognitive, Affective, and BehavioralComponents A Three-Stage Developmental Sequence Conclusion CriticalIncident: Whose Holiday is it Anyway? Exercise 3: Describing CulturalIdentity Chapter 4: Where Does One Start in the Journey for MulticulturalAwareness, Knowledge, and Skills? Ethnic Identity Models RacialIdentity Models Implications of Identity Models for Leaders DifferentTypes of Intelligence Kolb's Learning Styles Gagne's Theory ofInstruction Conclusion Critical Incident: A Celebration of CulturalPicnic Exercise 4: Interpreting Policy on a Cultural Context Chapter 5:The Development of Multicultural Competencies Global LeadershipCompetencies The Multidimensional Model for Developing Cultural CompetenceDimension 1: Race- and Culture-Specific Attributes of CompetenceDimension 2: Components of Cultural Competence Dimension 3: The Foci ofCultural Competence Conclusion Critical Incident: I Had Them RightWhere I Wanted Them!I Thought Exercise 5: Double-Loop Thinking Chapter 6:What Can We Do to Make Multicultural and Diversity Training More Effective?Needs Assessment Transfer of Training The Evolution of DiversityTraining Problems with Diversity Training Conclusion CriticalIncident: With the Best of Intentions Exercise 6: A Self Assessment ofMulticultural Awareness, Knowledge and Skill Chapter 7: A Training Program toLead from Multicultural Awareness to Knowledge and Skills Establishing theObjectives for Multicultural Awareness, Knowledge, and Skills DesignTechniques Training Approaches Evaluation Critical Incident: Flavorof the Month Diversity Training Exercise 7: Predicting the Decisions of aResource Person Chapter 8: Constructive Conflict Management in a CulturalContext A General Model for Handling Conflict A Culture-CenteredPerspective Western and Non-Western Alternative Models Conflict in anAsian-Pacific Context Constructive Conflict Management in the 21st CenturyConclusion Critical Incident: What Type of Conflict is This?Exercise 8: The Cultural Grid Chapter 9: Redesigning Leadership throughMulticulturalism Leadership Styles and Multiculturalism ExaminingMentoring through a Multicultural Lens Ethical Dimensions ofMulticulturalism Culture's Influence on Negotiation Styles ConclusionCritical Incident: Ethics Across Cultures Exercise 9: Four ContrastingEthical Orientations Appendix: A Synthetic Culture Training Laboratory