Cross-Cultural Leadership : Being Effective in an Era of Globalization, Digital Transformation and Disruptive Innovation

Cover -- Half Title -- Series Page -- Title Page -- Copyright Page -- Table of Contents -- List of Figures -- List of Tables -- Acknowledgement and Dedication -- Part 1 Introduction -- 1 Preface, Forward, and Book Structure -- 1.0 Chapter's Idea in Brief -- 1.1 Preface -- 1.2 Forward -- 1.3 Value of This Book to Cross-cultural Leadership Practice and Research -- 1.4 Main Challenges -- 1.5 Structure and Layout of This Book - How to Use the Book -- 1.6 Concluding Remarks -- 1.7 Self-check Questions -- 1.8 Review and Discussion Questions -- 1.9 Further Reading -- 1.10 Case Study -- 2 Leadership, The Missing Jewel -- 2.0 Chapter's Idea in Brief -- 2.1 Introduction -- 2.2 Advancements in Leadership Studies from a Globalisation Perspective -- 2.3 Is Leadership Different from Management -- 2.4 Managerial and Leadership Effectiveness -- 2.5 How to Measure Manager's or Leader's Behaviour -- 2.6 Concluding Remarks -- 2.7 Self-check Questions -- 2.8 Review and Discussion Questions -- 2.9 Further Reading -- 3 Hamlin's Generic Model of Managerial and Leadership Effectiveness -- 3.0 Chapter's Idea in Brief -- 3.1 Introduction -- 3.2 Are Managers/Leaders Required to Be Universally Effective, and What Is the Role of Culture? -- 3.3 Concluding Remarks -- 3.4 Self-check Questions -- 3.5 Review and Discussion Questions -- 3.6 Further Reading -- 3.7 Case Study -- Part 2 Culture and Cultural Intelligence -- 4 Culture, What It Means and What It Does Not -- 4.0 Chapter's Idea in Brief -- 4.1 What Is Really Culture and How People Look at It -- 4.2 Traditional Cultural Theories: National and Corporate Culture -- 4.3 Cultural Theory or Douglasian Cultural Framework (DCF) -- 4.4 Combining Leadership Effectiveness and Douglasian Cultural Framework -- 4.5 Concluding Remarks -- 4.6 Self-check Questions -- 4.7 Review and Discussion Questions -- 4.8 Further Reading.