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Name Index

Abe-Kim, J., 58 Bennett, M. F., 40
Abelson, R. P., 159 Bennett, M. J., 47–49
Aboud, F., 60 Bennett, R., 112
Abraham, R., 63 Bennis, W., 16–17
Aditya, R. N., 152 Berardi-Colette, B., 100
Adler, N. J., 13, 70, 72, 82, 83, 159–160 Berkowitz, D., 98
Ahmed, N. R., 2 Berman, M. A., 16
Ajzen, I., 156 Berneir, J. E., 50
Aldag, R. J., 153 Bernier, Y., 110
Allen, T. D., 155 Bernstein, A., 25
Allport, G. W., 92 Berry, J., 58
Ambady, N., 155 Berry, J. W., 57
Ammermann, P. A., 152 Bezrukova, K., 10
Arce, C. A., 57 Bhagat, R. S., 82
Arciniega, G. M., 77 Bhawuk, D. P. S., 50
Arnold, V., 13 Bilisky, W., 43
Arredondo, P., 77, 79–80, 110 Bingham, R., 75
Arvey, R. D., 82 Birchall, D., 74
Ashkanasy, N. M., 9, 10 Bird, M., 123
Atkinson, D. R., 57 Bjorkqvist, K., 133–134
Augsburger, D. W., 139 Black, J. S., 70, 118, 125, 157
Australian Bureau of Statistics, 8 Blackman, C., 159
Avolio, B. J., 17 Blake, R. R., 130, 152–153
Aycan, Z., 70 Blake, S., 10
Blanchard, K. H., 153
Baker, N., 3 Blanchard, P. N., 90, 94
Baldwin, T. T., 97, 102 Bohr, N., 27
Bandura, A., 96 Bonilla-Santiago, G., 83
Barham, K., 74 Bontempo, R., 5–6
Barnes, B., 141 Bowers, C. A., 99, 101
Barr, D. J., 83 Bowers, D. R., 100
Bartholomew, S., 70 Bowman, S. R., 155
Bass, B. M., 17, 152–153 Brahm, R., 159
Battle, W. S., 10 Brake, T., 70
Beauvais, F., 56 Branscombe, N. R., 155

199

200—LEADERSHIP IN A DIVERSE AND MULTICULTURAL ENVIRONMENT

Brass, D., 58 Cross, W. E., Jr., 62
Brett, J. M., 159 Csoka, L. S., 7, 16
Brief, A. P., 10 Cummings, L. L., 49
Briggs, L. J., 65–66 Cunningham, M., 157
Brimm, M., 70 Cushner, K., 119, 121, 164
Brinkerhoff, R. O., 123
Brinkmann, J., 80 Dalton, M. A., 70
Brinson, J., 155 D’Andrea, M., 83–84
Brislin, R., 50, 68, 164 D’Andrea, M. J., 84
Brislin, R. S., 119, 121 Daniels, J., 83–84
Broad, M. L., 97 Daniels, J. A., 84
Brown, A., 117 Darden, C., 12
Bucur, B., 99 Daus, C. S., 9, 10
Burke, M. J., 94 Day, D. V., 62
Burroughs, S. M., 155 Day, R. R., 94
Bushnell, D. S., 123 DeCenzo, D. A., 14
Buyer, L. S., 100 De Merode, J., 72
Deming, W. E., 83
Caligiuri, P. M., 70 DeSimone, R. L., 65–66, 98, 99, 102
Campbell Quick, J., 130 De Vries, S., 9
Cannon-Bowers, J. A., 99, 101 Dickson, M. W., 42
Carroll, S. J., 156 Dietz, J., 10
Carr-Ruffino, N., 3 Digh, P., 15–16, 32–33, 40, 65, 71
Carter, R. T., 75, 81 Dings, J. G., 62
Casas, J. M., 81 DiVesta, F. J., 100
Casse, P., 160 Dixon, D. N., 57
Cellich, C., 153 Dominowski, R. L., 100
Charan, R., 70 Donaldson, T., 157–158
Chemers, M. M., 82 Donnerstein, E., 98
Cherrie, C., 119, 121 Dorfman, P. W., 15, 46, 82, 152
Child, P., 58 Dos Santos-Pearson, V., 132
Choi, S. C., 138 Dovidio, J., 81
Chongde, L., 62 Dowling, P. J., 82
Christensen, S. L., 104 Driskell, J. E., 101
Christie, D., 146 Dubinskas, F. A., 134
Clutterbuck, D., 154 Dulewicz, V., 62–63
Cohen, M. S., 100 Dunfee, T. W., 157–158
Cohen, R., 144 Dunham, R. B., 49
Cokley, K. O., 60 Dunlap, A. J., 14
Cole, M., 142 Dunnette, M., 94
Conejo, C., 4 Dunnette, M. D., 131
Connerley, M. L., 152 DuPont, S., 59
Copper, C., 101 Durran, A., 50, 110
Cox, T., 3 Duryea, M. L. B., 141
Cox, T. H., Jr., 3, 10, 24 Duval, S., 58
Crosby, F., 10
Crosby, F. J., 156 Earley, P. C., 10
Cross, W. E., 57, 59–60, 83 Elfenbein, H. A., 155

Elliot, A. J., 101 Name Index—201
Ellis, H. C., 99
Elron, E., 10 Geertz, C., 15, 134
Ely, R. J., 156 Gelso, C. J., 152
Ensher, E. A., 155 George, J. M., 62–63
Equal Employment Opportunity Gessner, M. J., 13
Glastra, F., 9
Commission, 8 Golden, D., 8
Erhardt, N. L., 9 Goldstein, A., 122
Erikson, E. H., 57 Goldstein, I. L., 90, 99
Espinosa, C., 59 Goleman, D., 62–63
Fang, T., 159 Gonzalez, D. J., 99
Feinberg, L., 50, 110 Gordon, J., 104
Fernandez, T., 57 Goto, S., 58
Filipczak, B., 125 Graham, R. L., 159
Fine, M., 81 Gratz v. Bollinger, 8
Finley-Nickerson, J., 3 Gregersen, H. B., 70, 118, 157
Fishbein, M., 156 Gretchen, D., 152
Fishman, C., 14 Groen, G. J., 112
Fiske, A. P., 40 Grossman, R. J., 3, 10
Fiske, S. T., 159 Grube, J. A., 49
Florian, E., 56 Grutter v. Bollinger, 8
Follet, M. P., 130 Gudykunst, W. B., 49, 139
Ford, J., 92, 123
Ford, J. K., 90, 97, 99, 100, 102 Hagman, J. D., 102
Fortmann, K., 157 Haight, G., 22
Foster, B. G., 83 Hall, E. T., 47, 139
Fouad, N. A., 81 Hammer, M. R., 48–49
Franchi, J., 65 Hampden-Turner, C., 43
Freeman, F. H., 152 Hanges, P. J., 42
Freeman, J. T., 100 Harackiewicz, J. M., 101
Fry, D., 133–134 Hardiman, R., 57, 83
Fuertes, J. N., 152 Harris, D. M., 65–66, 98, 99, 102
Fujimoto, Y., 3 Hartel, C. E. J., 3, 9, 10
Fujioka, T., 58 Hartel, G. F., 3
Fukuyama, M. A., 6 Hartig, E. W., 143
Hayes, E. L., 10
Gabrielidis, C., 132 Hebert, R., 8
Gaertner, S. L., 81 Hee, J. T., 74
Gagne, R. M., 65–66, 102 Heilman, M. E., 10
Galvin, J. C., 123 Helms, J. E., 57, 59, 60, 75, 77, 81
Galvin, T., 102 Hendrikson, G., 99
Gannon, M. J., 152, 156 Herron, C., 100
Gardenswartz, L., 40 Hersey, P. K., 153
Gardner, D. G., 49 Hickman, J., 56
Gardner, H., 62–63 Hilkey, J. H., 101
Gardner, J. W., 157 Hirumi, A., 100
Gardner, L., 62–63 Hofstede, G., 40, 42, 138, 152, 165
Gay, K., 74 Hofstede, G. J., 165
Holden, N., 33

202—LEADERSHIP IN A DIVERSE AND MULTICULTURAL ENVIRONMENT

Hollenbeck, G. P., 73–74 Kirkman, B. L., 10
Holloway, P., 152 Kirkpatrick, D., 12–13
Holton, E. F., III, 123 Kirkpatrick, D. L., 123–124
Hopson, D., 60 Kitano, H. H. L., 57
Horne, A. M., 101 Kite, M. E., 155
Horney, K., 57 Klasen, N., 154
House, R. J., 45, 152 Klimoski, R. J., 10
Howard, G. R., 60–61 Kluckhohn, F., 41
Howard-Hamilton, M., 59 Knott, K. B., 152
Hu, H. C., 141 Kochanski, J., 70
Hui, C. H., 5–6 Kolb, D., 63–65
Huismans, S., 43 Konrad, A. M., 3
Hunsaker, P. L., 94 Koonce, R., 103
Hunt, J. G., 152 Kossek, E., 70–71
Hwang, K. K., 142 Kottler, J., 155
Kouzes, J. M., 16, 153–154
Inzana, C. M., 101 Kozan, M. K., 132
Ivey, A. E., 81, 98, 117, 122, 175 Kozlowski, S. W. J., 100
Kraiger, K., 92, 123
Jackson, B., 57, 83 Kramer, B. M., 92
Jackson, S. E., 9–10 Kram, K. E., 154–155
Jandt, F. E., 140 Kravitz, D. A., 10
Javidan, M., 45 Kruger, J. A., 133
Jehn, K. A., 10 Kuhlmann, T. M., 73
Jensen, M., 81 Kurtines, W. M., 57
Jensen, R. J., 118 Kuzuhara, L. W., 153
Johansen, R., 72
Johnson, A. D., 32 LaFromboise, T., 81
Johnson, D. E., 153 Latham, G. P., 90–91, 101
Johnson, L., 10 Lau, A. W., 94
Johnston, J. H., 101 Laurent, A., 15–16
Jones, J. M., 81 LeBaron-Duryea, M., 144–145
Joshi, A., 9–10 Lee, C. A., 143
Lee, C. C., 6
Kagitçibasi, C., 138 Lee, R. A., 10
Kanter, R. M., 72 Leonard, J. S., 10
Katz, R. H., 139 LeResche, D., 143
Katz, R. L., 94 Leslie, C., 157
Kaufman, R., 123 Leung, K., 5–6
Keller, C. E., 10 Levine, D. I., 10
Keller, J. M., 123 Lewis, J. A., 84
Kelly, G. A., 40 Lewis, M. D., 84
Kets de Vries, M. F., 70 Liem, R., 58
Kilduff, M., 58 Likert, R., 152
Kim, B. C., 57 Linnehan, F., 3
Kim-Ju, G. M., 58 Lin, S., 132
Kim, S. H., 143 Liu, W., 152
Kim, U., 57, 138 Locke, D. C., 6

Locke, E. A., 101 Name Index—203
London, M., 72, 73
Lopez, E. M., 33 Mosakowski, E. M., 10
Lord, R. G., 42, 82 Mouton, J. S., 130, 152–153
Lubove, S., 104 Mueller, N. L., 103
Lund, B., 144–145 Murphy, M. D., 99
Lynch, F. R., 103 Murphy, S. E., 155

Macdonald, K. M., 6 Neimeyer, G. J., 62
Mahoney, J. D., 70 Nelson, D. L., 130
Mai-Dalton, R. R., 71 Nemetz, P. L., 104
Manese, J. E., 81 Newman, K. L., 152
Marsella, A. J., 5 Newstrom, J. W., 97
Martin, J., 62 Noe, R. A., 70
Mayer, J. D., 63
Mayer, R. E., 100 O’Connell, M. K., 82
McCall, M. W., Jr., 70, 73–74 O’Connell, M. S., 82
McDavis, R. J., 79–80, 110 O’Connor, A., 35
McFarlin, D. B., 4, 47, 158 Oetting, G. R., 56
McGehee, W., 102 O’Gorman, H., 112
McGregor, D., 152 O’Hara-Devereaux, M., 72
McGuire, C., 58 Ohbuchi, K., 132
McGuire, W., 58 Okazaki, S., 58
McIntosh, P., 35 Okumura, T., 159
McKenna, S., 132 Onwughalu, M., 56, 58, 60
Mead, C., 70 Opotow, S., 27
Meerman, M., 9 Ottavi, T. M., 62
Mehra, A., 58 Ozeki, C., 70–71
Mendenhall, M. E., 70, 118, 125
Mentzer, M. S., 9 Pack-Brown, S., 59
Merritt, D., 10 Panglinawan, L., 143
Meyer, M., 143 Pannu, R., 152
Miles, M., 25, 159 Parham, T. A., 83
Milhouse, V. H., 49 Paris, S., 100
Miller, E., 70 Patel, V. L., 112
Miner, J. B., 100 Pavett, C. M., 94
Ministry of Public Management Payne, T., 102, 104
Pearson, V. M., 132
(Japan), 8 Pedersen, A., 88
Mintzberg, H., 94 Pedersen, P., 26, 30, 50, 54,
Miville, M. L., 152
Mobley, M., 102, 104 68, 88, 98, 110, 146, 164, 175
Mobley, W. H., 13 Pedersen, P. B., 5, 20, 25–26, 38, 56,
Mohr, J. J., 152
Moran, A., 101 81, 117, 122, 128, 140, 149, 165
Morris, C., 144–145 Pesta, B. J., 99
Morris, L., 103 Petersen, D. K., 80
Morrison, A. J., 70, 157 Peterson, M. F., 152
Morten, G., 57 Peverly, S. T., 100
Phillips, C., 15–16, 32–33, 71
Phillips, J. J., 12–13, 123
Phillips, P. P., 12–13

204—LEADERSHIP IN A DIVERSE AND MULTICULTURAL ENVIRONMENT

Phinney, J., 57, 58, 59 Rubin, J. Z., 143
Phinney, J. S., 56, 58, 60 Rynes, S. L., 103
Phye, G. D., 99
Pierce, J. L., 49 Saari, L. M., 101
Pike, R., 5 Sagiv, L., 43–44
Pinder, C. C., 101 Salas, E., 82, 92, 99, 101, 123
Platania, J., 10 Salovey, P., 63
Ponterotto, J. G., 57, 81 Sambasivan, M., 49
Pope-Davis, D. B., 62 Sanders, C., 99
Porche-Burke, L., 75 Sanders, K., 59
Posner, B. Z., 16, 153–154 Sanders, R. E., 99
Poteet, M. L., 155 Sartorius, N., 5
Powell-Hopson, D., 60 Schedler, P., 9
Powell, L. C., 81 Schein, E., 14, 15
President’s Initiative on Race, 81, 84 Schendel, J. D., 102
Pringle, J., 9 Schmidt, W. H., 130
Pritchard, K. H., 70 Schroeder, W., 99
Pruitt, D. G., 143 Schuler, R. S., 82
Pugh, S. D., 10 Schwartz, F. H., 152
Pukui, M. K., 143 Schwartz, S. H., 43–44
Scott, D. A., 61
Qureshi, A., 75 Scott, K. D., 10
Scowcroft, J., 9
Rabie, M., 133, 144 Sedlacek, W. E., 152
Rackham, N., 123 Sellers, P., 14
Ragins, B. R., 155 “Serving the Multicultural Customer,” 2
Rahman, A. A., 49 Sessa, V. I., 72, 73
Rashid, M. Z. A., 49 Shank, R. C., 159
Ready, D. A., 70 Shaw, G. B., 22
Reintzell, J. F., 96 Shaw, K. N., 101
Reizenstein Cohen, R., 10 Shenkar, O., 44
Rellinger, E. R., 100 Shivy, V. A., 57
Rentsch, J. R., 10 Shook, E. V., 143
Revill, J., 59 Siebert, H., 2
Rhodenizer, L., 99, 101 Sigelman, L., 59
Richard, O. C., 10 Sims, R. R., 80
Richardson, T. Q., 75, 77 Singer, M., 15–16, 32–33, 71
Ridley, C., 25 Smith, C. J., 50
Rijsman, J. B., 3 Smith, E., 57
Ringseis, E. L., 62 Smith, E. J., 110
Robbins, S. P., 14, 94 Smith, E. M., 100
Roberts, K., 70–71 Smith, P. B., 152
Robinson, T. L., 59, 61 Solomon, C., 33, 71
Rodrigues, C., 13, 152 Spengler, P. M., 57
Romero, J., 103 Spreitzer, G. M., 70
Ronen, S., 44 Stahl, G. K., 73
Rosen, B., 10, 103 Stemple, J., 56
Rosen, R., 15–16, 32–33, 65, 71 Stephan, W. G., 132
Rowe, A., 40 Stewart, T. A., 16

Storti, C., 78 Name Index—205
Stough, C., 62–63
Strauss, J. P., 152 Van Oudenhoven, J. P., 15
Strodtbeck, F. K., 41 Vaslow, J. B., 10
Stroh, L. K., 70 Vasquez, M., 75
Strohmer, D. C., 57 Vasquez-Nuttall, E., 81, 110
Strong, L. J., 83 Vasquez-Nuttall, G., 50
Stuart, R. B., 40, 56 Villareal, L., 132
Sue, D., 57, 77 Vinson, T. S., 62
Sue, D. W., 50, 57, 74–85, 110
Sunoo, J. J. M., 144 Wager, W. W., 65–66
Sweeney, P. D., 4, 47, 158 Wagner, D., 146
Swerdlow, J. L., 2 Warr, P., 123
Szapocznik, J., 57 Watkin, C., 63
Watson-Gegeo, K., 139
Tajfel, H., 57 Watson, W. E., 10
Takahashi, Y., 132 Weeks, W., 68
Takeuchi, H., 70 Wehrly, B., 84
Tan, D. L., 103 Weiss, L., 81
Taylor, E. B. T., 21 Welch, D. E., 82
Taylor, S. E., 159 Welch, S., 59
Taylor, T. S., 7 Wellner, A., 3
Tesluk, P. E., 10 Werner, J. M., 65–66, 98, 99, 102
Thacker, J. W., 90, 94 West, C., 75, 84
Thayer, P. W., 102 Westwood, R., 153
Thomas, C., 57 Wexley, K. N., 90–91
Thomas, D. A., 156 White, G., 139
Thomas, K. W., 130, 131 Wickland, R., 58
Thomas, R. R., 83 Wilhelm, C. L., 101
Thompson, L., 159 Williams, S., 155
Thorndike, E. L., 97–98 Williams, T. L., 62
Tichy, N. M., 70 Wills, S., 74
Ting-Toomey, S., 49, 132, 139, 142 Winograd, P., 100
Tkaczyk, C., 56 Winter, D., 146
Todeva, E., 9 Wiseman, R. L., 48–49
Touradji, P., 152 Wolf, S., 100
Townsend, A. M., 10 Wong, L. M., 81
Triandis, H. C., 5–6, 28, 30, 46, 121, 138 Woodworth, R. S., 97–98
Trompenaars, F., 43 Workplace Visions, 2, 7
Trubinsky, P., 132 World Economic Forum, 112
Tseng, W. S., 58 Wrenn, C. G., 27, 36
Tsingan, L., 62 Wright, N. S., 152
Tung, R. L., 3, 4, 70, 72
Ybarra, O., 132
U.S. Census, 8, 22 Yeung, A. K., 70
U.S. Department of Commerce, 158 Yoon, G., 138
Useem, J., 14 Young, M., 119, 121

Zemke, R., 66



Subject Index

Abstract conceptualization, 64 Attitudes, 65
Acceptance, 48 Attribution training, 120–121
Accommodative conflict management Authoritative leadership styles, 152
Autonomy stage, 60
style, 130–132 Avoidance, 130–132
Accommodative learning style, 64 Awareness competencies:
Acculturation perspective, 58
Accuracy, 26 benefits, 6–7, 41, 77–78
Achievement-oriented cultures, 43, 44 cross-cultural competencies and
Active experimentation, 64
Active practice sessions, 101 objectives, 79–80
Activity orientation, 41 cultural approaches, 119–120
Adaptation, 23, 48 cultural immersion, 12, 117–118
Advance organizers, 100 design techniques, 114–115
Affective attitudes, 49, 122 evaluation methods, 124
Affective cultures, 43 experiential learning, 114–115,
Affirmative action, 8, 10, 34, 83
African Americans, 59–60 117–119
Alienation, 4, 48–49 multidimensional model for
Alpha culture, 168–169, 173–175
American Counseling Association, 77 developing cultural competence
Anti-Black Identity, 59 (MMDC), 74–77
Anti-bribery policies, 158–159 needs assessments, 91–92
Anti-Semitism, 25 three-stage developmental sequence,
Anti-White Identity, 59 49–51
Arthur Andersen Company, 112 training approaches, 116–120
Ascribed-status cultures, 43 training objectives, 112–114
Asian Americans, 58
Asian-Pacific cultures, 141–144, 146, 159 Balance, 30–31
Assertiveness, 45, 131, 175 Banco Nacion, 157
Assimilation, 4, 58, 64, 83, 121 Behavioral attitudes,
Assimilation Identity, 59
Association for Counselor Education 49, 121–122, 134–138
Benevolence, 44
and Supervision, 77 Bennis, Warren, 16–17
AT&T, 2, 117–118 Bertrand, Marianne, 7
Attentional advice, 99–100 Beta culture, 169–170, 173–175
Bias, 7, 34–35, 80–85, 102–103
Biculturality, 48, 58, 59
Bigotry, 81, 84

207

208—LEADERSHIP IN A DIVERSE AND MULTICULTURAL ENVIRONMENT

Black Nationalists, 59 Interpersonal Cultural Grid, 136–138
Black racial identity, 59–60 Intrapersonal Cultural Grid, 134–136
Boeing Company, 25 low-context cultures, 139–141, 146
Bohr, Niels, 27 mediation guidelines, 144–145
Bosch, 2 multicultural perspectives, 26
Bribery, 158–159 non-Western models, 30, 138–144
Business literacy, 71 synthetic cultures, 173–175
21st century guidelines, 144–145
Canada, 8–9 Western models, 30, 138–139, 143
Cendant International, 112 Contact stage, 60
Center for Global Assignments, 7 Contextual information, 47, 50, 56–58
Citicorp, 11 Convergent learning style, 64
Civil Rights Act of 1964, 3 Cooperativeness, 131
Classroom training, 120 Corporate culture, 40–42
Claustrophobic stage, 61 Counseling competencies, 77
Clinton, William J., 84 Credit Suisse First Boston (CSFB), 14
Coalition formation, 18–20 Cross-cultural competencies, 79–80,
Coca-Cola Company, 25
Cognitive attitudes, 49 112, 125, 133, 152
Cognitive complexity, 28–29 Cultural differences, 2, 4–6, 131–134
Cognitive strategies, 65, 121–122 Cultural identity, 56–57
Colgate-Palmolive, 11 Cultural literacy, 71
Collaboration, 131–132 Culturally learned assumptions,
Collectivism, 42, 45–46, 138–144
Communitarianism, 43 23–24, 29, 34–36, 50–51
Community Internship Program, Culture:

UPS’s, 12 complexity issues, 21–38
Competing conflict management cultural constructs, 5–6, 25–28
cultural dimensions,
style, 131–132
Compromise, 130–132 41–47, 71–72, 125
Conceptual skills, 94 definition, 2, 5–6, 21–22, 26, 34
Concrete experience, 64 demographic-level constructs, 6
Conference Board Survey, 16 Interpersonal Cultural Grid, 136–138
Conflict management. See Constructive Intrapersonal Cultural Grid, 134–136
personal-level constructs, 6
conflict management similarities and differences,
Conformity, 44
Confucian relationships, 142 22–23, 27, 35, 51, 146
Conscious identity stage, 61 three cultures model, 40–42
Constructive conflict management, See also Awareness competencies;

129–149 Knowledge competencies; Skill
Asian-Pacific cultures, 141–144, 146 building
conflict resolution styles, 130–133 Culture-shock, 27
cultural differences, 131–134
culture-centered perspectives, Darden, Cal, 12
Declarative knowledge, 65, 92–93
133–134 Deculturation, 4
face saving, 141–142 Defensiveness, 48
high-context cultures, 139–141, 146 Dell, 14
Delta culture, 171–175

Subject Index—209

Demographic changes, 7–8, 22, 56, 133 Ethnorelativism, 48–49
Denial, 48 Etic perspective, 5
Developmental model of intercultural Eurocentrism, 83
Evaluation methods, 123–125
sensitivity (DMIS), 47–49 Exclusionary perspective, 23, 34
Developmental perspective, 58 Executive Order No. 13050 (1997), 84
Diffuse cultures, 43 Experiential learning, 63–65, 93–95,
Discrimination, 3, 7–8, 80–84
Disentangling, 139 114–115, 117–119
Disintegration stage, 60 Exxon Mobile Corporation, 11–12
Distinctiveness theory, 58
Divergent learning style, 64 Face saving, 141–142, 160
Diversity: Factual knowledge, 92–93, 120
Far transfer, 95–96
corporate policies, 10–13 Federal Aviation Administration, 103, 104
definition, 3–4 Feelings, 64, 122
gender-based diversity, 10 Femininity, 42
inappropriate training methods, 104 Field trips, 114–115, 118
international perspectives, 8–9 Followers, 13
racio-ethnic diversity, 10 Forbearance, 142
return-on-investment, 12–13 Forcing style, 130
training approaches, 89–110 Ford Motor Company, 2, 71
training evolution, 102–104 Foreign Corrupt Practices Act
value, 9–13, 102, 104
Doing process, 64 of 1977, 158
Dominant culture, 34–35, 57–58, Foreign language experience, 112
Formative evaluation, 123
145–146 Fujisawa, T., 15
Domination, 130 Fundamentalist orientation, 60
Donnelley (R. R.) & Sons Company, 104 Future orientation, 45
Dunlap, Al “Chainsaw Al,” 14
Gagne theory of instruction, 65–66
Eckert, Robert, 46–47 Gamma culture, 170–171, 173–175
Embedded emotions, 81 Gardner, Howard, 62–63
Emic perspective, 5 Gender differentiation, 46, 61, 83
Emotional intelligence, 62–63 General Electric, 2
Empathy, 48 General Motors, 2, 10–11, 32, 33
Empirical stage, 61 General principles theory, 99
Employment planning, 90–91 Gerber, 31–32
Encapsulation, 26–27, 34, Gerstner, Louis, 158
Global Sullivan Principles, 10–11, 33
36, 48–49, 50, 160 GLOBE (Global Leadership and
Encounter stage, 59
Endurance, 142 Organizational Behavior
Environmental relationships, 41, 43 Effectiveness) Project, 45–47
Equal Employment Opportunity Goal orientation, 100–101
Golden Rule, 22
Commission, 8 Gratz v. Bollinger, 8
Ethical behaviors, 80, 156–159 Grutter v. Bollinger, 8
Ethnic identity models, 56–58 Gurin, Patricia, 8
Ethnicity, 5, 58
Ethnocentrism, 22, 48, 83, 85

210—LEADERSHIP IN A DIVERSE AND MULTICULTURAL ENVIRONMENT

Harlem, 117–118 Just-in-time (JIT), 33
Harvard University Multidisciplinary
Kanban, 33
Program in Inequality and KLM Royal Dutch Airlines, 15
Social Policy, 35 Knowledge competencies:
Hawaiian culture, 143
Healthy socio-economic systems, 26 attribution training, 120–121
Hedonism, 44 benefits, 6–7, 41, 78
High-context cultures, 139–141, 146 classroom training, 120
Hispanic population, 7–8, 104 cross-cultural competencies and
Hofstede, Geert, 42, 45–46, 165
Honda Motor Company, 15 objectives, 79–80
Ho’oponopono (setting to right), design techniques, 115
143–144 evaluation methods, 124
Humane orientation, 46 multidimensional model for
Human nature, 41
Human Rights Act or 1977 (Canada), developing cultural competence
8–9 (MMDC), 74–77
Human skills, 94 needs assessments, 92–93
Hypernorms, 157 self-guided training, 115, 121
three-stage developmental sequence,
IBM, 2, 14, 157, 158 49–51
Identical element theory, 97–98 training approaches, 120–121
Identity, 26, 56–57, 74–77 training objectives, 113–114
Identity models, 56–62 Kolb, David, 63–65
Immersion/emersion stage,
Lafley, A. G., 14
59, 60, 91, 117 Language, 2
Individuality/Individualism: Laurent, Andre, 15–16
Leadership:
and Collectivism, 41–43, 45–46
conflict resolution styles, 138–141, balance, 30–31
cognitive complexity, 28–29
143, 145, 174–175 cross-cultural competencies, 152
and cultural differences, 6 cultural audit, 154
Gamma culture, 170–171 cultural competencies, 16, 77–80, 82
synthetic cultures, 174–175 culture-centered perspectives, 25–30
training approaches, 125 emotional intelligence, 62–63
Integration, 48–49, 57, 58, 130 ethical behaviors, 156–159
Integrationist orientation, 60–61 exemplary practices, 153
Integrative social contracts theory global skills, 7, 70–74
identity models, 56–62
(ISCT), 157–158 leadership styles, 152–153
Intellectual skills, 65 multicultural awareness benefits, 7–9,
Intelligence types, 62–63
Intercultural communication, 49 13–17, 41–47
Intercultural sensitivity, 47–49, 73 strengthening theories, 28
Internalization stage, 59 See also Awareness competencies;
International Anti-Bribery and Fair
Knowledge competencies;
Competition Act of 1998, 158 Multicultural competencies; Skill
Interpersonal Cultural Grid, 136–138 building; Training
Intervention skills, 50–51 Learning goals, 101
Intrapersonal Cultural Grid, 134–136 Learning principles, 97–102

Learning styles, 63–65 Subject Index—211
Legislative action, 8–9
Lian (face), 141–142 obstacles, 80–85
Literacies, 71 organizational levels, 82–84
Lockheed Martin, 25 professional levels, 82
Low-context cultures, 139–141, 146 societal levels, 84–85
training objectives, 112–114
Mack, John, 14 Multiculturalism:
Managers, 13–14 adjustment strategies, 3–4
Manufacturing techniques, 33 awareness benefits, 7–9, 77–80
Maoris (indigenous citizens), 9 cultural constructs, 25–28
Ma, Peter, 16 mentoring relationships, 154–156
Marginality, 48, 58, 83, 84 multicultural perspectives, 25–28
Marketing issues, 31–32 occurrences, 2
Masculinity, 42, 125, 171–173, 175 three-stage developmental
Massed versus spaced practice
sequence, 49–51
sessions, 102 value, 9–13
Mastery goals, 101 Multiculture organizations, 84
Mattel, 46–47 Multidimensional model for developing
McDonald’s, 32–33
McIntosh, Peggy, 35 cultural competence (MMDC),
McKinsey, 11 74–77, 80–85
Melting pot perspective, 23, 83 Multiple intelligences, 62–63
Mentoring relationships, 154–156
Metacognitive strategies, 100 National culture, 40–42
Microskills training, 122 Nationality, 5, 15–16
Minimization, 48 Near transfer, 95
Minority population, 85 Needs assessments, 90–95, 112
Minority populations, Negative transfer, 95
Negotiation styles, 159–160
7–10, 57–59, 83–84 Nestlé, 2
Moffat, Bob, 14 Netherlands, 9
Monocultural organizations, 83 Neutral cultures, 43
Monty, Jean, 14 New York Life, 2
Moral free space, 157 New Zealand, 9
Motivational values, 43–44 Nextel, 12–13
Motor skills, 65 Nigrescence model, 59
Mullainathan, Sendhil, 7 Noncontact stage, 61
Multi-City Study of Urban Nondiscriminatory organizations, 83
Nontraditional underrepresented
Inequality, 34–35
Multicultural competencies, 69–88 groups, 62
Non-Western conflict resolution
definition, 70
global leadership skills, 70–74 models, 30, 138–144
individual/personal levels, 80–82 Nortel (Northern Telecom), 14
multicultural counseling Northwest Airlines, 15
Novartis Consumer Health, 32
competencies, 77
multidimensional model for Ohana (extended family), 143
Opotow, S., 34
developing cultural competence Optimal stage, 61
(MMDC), 74–77, 80–85 Organizational analysis, 90–91

212—LEADERSHIP IN A DIVERSE AND MULTICULTURAL ENVIRONMENT

Organizational cultures, 82–84 diversity training programs, 102–104
Orthogonal model, 56 diversity value, 10
Overlearning, 102 Executive Order No. 13050 (1997), 84
identity models, 57, 60
Pacific Island cultures, stereotypes, 24–25, 34–35
139–140, 143–144, 146 Raymond, Lee, 11–12
Reasonable opposites, 23–24
Pakehas (European settlers), 9 Reflective observation, 64
Participative leadership styles, 152 Reintegration stage, 60
Particularist perspective, 23, 43 Relationship management, 63
Peacemaking, 143 Relationship-oriented leadership styles,
Pentagon, 8
PepsiCo, 2 152–153
Performance goals, 101 Relationships, 41
Performance orientation, 45 Reversal, 48
Personal culture, 40–42 Reverse discrimination, 104
Personal identity, 75–77 Right-thinking perspective, 27
Personality, 56 Role-playing, 114–115, 118–119
Personalized learning, 27 R. R. Donnelley & Sons Company, 104
Personal literacy, 71 Russell Sage Foundation, 35
Personal responsibility, 81–82
Philips, 2 Scott Paper Company, 14
Physical fidelity, 98 Security, 44
Ping An, 16 Self-awareness, 50–51, 58, 63,
Pluralism, 28
Poland, 9 91–92, 119–120
Political correctness, 35–36, 104 Self-direction, 44
Political skills, 94 Self-efficacy, 96–97, 101
Political stability, 28 Self-esteem, 60
Postive transfer, 95 Self-guided training, 115, 121
Power, 44 Self-identity, 56–57
Power distance, 42, 45–47, Self-management, 63
Self-reference criterion, 22, 26–27, 34, 48
125, 152, 168–169, 174–175 Separation, 4, 49, 58
Practice conditions, 99–102 September 11, 2001, terrorist attacks, 8
Pre-encounter stage, 59 Sexual harassment, 102, 104
Prejudice, 34–35, 80–84 Shaw, George Bernard, 22
Preparatory information, 101 Situational leadership model, 153
President’s Initiative on Race (1997), 81 Skill building:
Problem solving style, 130
Procedural knowledge, 65, 92 benefits, 6–7, 41, 78–79
Procter & Gamble (P&G), 14 cross-cultural competencies and
Protégés, 154–156
Pseudo-independence stage, 60 objectives, 80
Psychological fidelity, 98 cultural approaches, 122–123
design techniques, 115–116
Racial identity models, 59–61, 74–77 evaluation methods, 124–125
Racism: microskills, 122
multidimensional model for
cultural competencies, 81–83
cultural identification, 57 developing cultural competence
(MMDC), 74–77
needs assessments, 93–95

Subject Index—213

structured learning, 122 Three-stage developmental sequence,
three-stage developmental sequence, 49–51

49–51 Time orientation, 42, 43, 45–46, 125
training approaches, 121–123 Tradition, 44
training objectives, 113–114 Training, 89–128
Smoothing style, 130
Social awareness, 63 active practice sessions, 101
Social justice, 27 advance organizers, 100
Social learning theory, 96–97 attentional advice, 99–100
Social literacy, 71 attribution training, 120–121
South Africa, 10–11 behavior modeling, 96–97
Southern Institute of Ethics Diversity classroom training, 120
conditions of practice, 99–102
Management Network, 12 cultural approaches, 119–120
Special interest groups, 23 cultural dimensions, 125
Specific cultures, 43 design techniques, 114–116
Spirituality, 27–28 diversity training programs, 102–104
Stereotypes: evaluation methods, 123–125
field trips, 114–115, 118
conflict management styles, 132 general principles theory, 99
diversity training programs, 103 goal orientation, 100–101
exlusionary perspectives, 23, 34 identical element theory, 97–98
identity models, 56 inappropriate training methods, 104
personal cultural competencies, 81 learning prinicples, 97–102
racism, 24–25, 35 massed versus spaced practice
Stimulation, 44
Stimulus variability, 99 sessions, 102
Strategic knowledge, 65, 93 metacognitive strategies, 100
Structured learning, 122 needs assessments, 90–95, 112
Sue, Derald Wing, 74–77 objectives, 112–114
Sullivan, Reverend Leon H., 10–11 overlearning, 102
Summative evaluation, 123 preparatory information, 101
Suppression, 130 role-playing, 114–115, 118–119
Surveys, 91, 103 self-guided training, 115, 121
Survival benefits, 27 simulation, 96, 98, 114
Synthetic Culture Training Laboratory, social learning theory, 96–97
stimulus variability, 99
165–175 task sequencing, 102
System 4 management, 152 training approaches, 116–123
transfer process, 95–102
Task analysis, 91 Transformationist orientation, 61
Task-oriented leadership styles, 152–153 Tripartite identity framework, 76–77
Task sequencing, 102
Taylor, E. B. T., 21 Uncertainty avoidance, 42, 45, 125,
Technical skills, 94 169–170, 174–175
Test of reasonable opposites, 23–24
Theory of instruction, 65–66 Union Bank of Switzerland (UBS), 118
Theory of multiple intelligences, 62–63 United Parcel Service (UPS), 12, 117
Theory X versus Theory Y Universalist perspective,

management, 152 23, 43, 44, 48
Thinking process, 57, 64 Urban legends, 31–33

214—LEADERSHIP IN A DIVERSE AND MULTICULTURAL ENVIRONMENT

Value balance, 30–31 Withdrawing style, 130
Van Wijk, Leo, 15 Woods, Tiger, 24
Verbal information, 65 World Congress, International

Watching process, 64 Press Institute, 75
Western conflict resolution models, World Trade Center, 8
Wrenn, C. G., 34
30, 138–139, 143
White privilege, 34–35, 60 Zero transfer, 95
White racial identity, 60–61
Wisconsin Power and Light

Company, 103

About the Authors

Mary L. Connerley is an Associate Professor in the Department of
Management, Pamplin College of Business at Virginia Tech. She received her
PhD in Human Resource Management from the University of Iowa and her
master’s and undergraduate degrees in Industrial Relations and Psychology,
respectively, from Iowa State University. She has taught a variety of courses
at the undergraduate, MBA, and doctoral levels, including Managing Diversity
in the Workplace, Training & Development, Staffing, and Human Resource
Management. She has been an active researcher and has published more than
20 articles on aspects of multiculturalism and diversity, cross-cultural and
expatriate issues, and the staffing process. She is a member of the Academy of
Management and the Society for Industrial and Organizational Psychologists.
She enjoys serving as a Multicultural Fellow at Virginia Tech and has chaired or
been a member of the college’s Multicultural Diversity Committee since 1996.
Paul B. Pedersen is a Visiting Professor in the Department of Psychology at the
University of Hawaii. He has taught at the University of Minnesota, Syracuse
University, University of Alabama at Birmingham, and for 6 years at universities
in Taiwan, Malaysia, and Indonesia. He has authored, coauthored, or edited
40 books, 99 articles, and 72 chapters on aspects of multicultural counseling.
He is a Fellow in Divisions 9, 17, 45, and 52 of the American Psychological
Association.

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