Transnational Leadership Development: Preparing the Next Generation for the Borderless Business World

Intercultural partnerships, xvii

Interpersonal dynamics, 153

Interpersonal risks, of communication,

70–71

iPhone™, 138

Isaacs, W, 166

J

Judy, R.W., xviv

K

Kaleidoscope perspective, 36

Knowing, paradox of, 12, 13–14, 23–46,

140

Knowing self

appreciating others and, 38–40

honoring others and, 12–14, 42–46

values sort activity, 43–44

Kouzes, James, 28

L

Language

English, 72

as experiential filter, 71

Leadership. See also Transnational

leadership

as collective genius, 6

connection to others in, 168

literature, 6

measurements, 169

relational, 8 , 167–172

sense of self in, 168

Leadership Challenge (Kouzes and

Posner), 28

Leadership Practices Inventory (LPI),

169

Learning. See also Transformative

learning

double-loop, 165

for social responsibility, 160

Learning partnerships

interview process for, 170

for mindful interactions, 170–171

Life choices, 29, 30 , 31

Life context, 29, 30 , 31

Linear vs. circular communication, 74,

77–78

Listening, 85, 154

“LIVE” dialogue, 84–90, 154

Long-term/short-term results, 132–133

Long-term vs. short-term response,

20–21

Long Walk to Freedom (Mandela), 6

Low context cultures, 73

Loyalty, 48, 54, 55 , 139

LPI. See Leadership Practices Inventory

M

Mandela, Nelson, 6

Marsick, Victoria, xvii, 91, 106

Mask-making activity, 171

MBTI. See Myers-Briggs Type Indicator

McGill University, Organizational

Behavior and International

Management, 7

Mental software, 72

Meritocracy, 48

Meta-view, 113

reflection and, 101–102

Mezirow, J, 160, 162, 163, 164, 165,

166

Mindful interactions, learning

partnerships for, 170–171

Miscommunication, cultural frames

and, 73

MLQ. See Multifactor Leadership

Questionnaire

Modeling, 7

Monochronic/polychronic time,

131–132

Mood check, 113

Motivation Orientation, 169

Multifactor Leadership Questionnaire

(MLQ), 169

Index 197

American Management Association

www.amanet.org