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          心理学院

          全球领导力和跨文化能力(3C)

          There is a growing need to develop leaders, especially global leaders who can drive international initiatives. According the Mendenhall and colleagues (Mendenhall, Reiche, Osland, & Bird, 2012), the context of global leadership involves three main characteristics: (1) a workforce that spans geographic locations and time zones; (2) high levels of complexity that involve highly ambiguous situations resulting from the fluctuating interdependencies of a diverse sets of stakeholders; and (3) an overflow of information from which global leaders must identify relevant content and adjust their strategy accordingly. Unique sets of competencies are needed to succeed within this context, and as such, organizations are finding that global leaders are in very short supply (Caligiuri, & Tarique, 2006; Charan, Drotter, & Noel, 2001).

          Cultural adaptation is not only for leaders. In the current global economy all members of an organization need to develop their Cross Cultural Competence (3C). It is now common for people to interact with multiple diverse populations both domestically and internationally as they go through their careers. Consequently, it has become more important to develop employees to interact and problem solve in multi-national business initiatives. Central to these goals is the development of 3C. 3C has been defined in many ways, but most definitions center on the ability to quickly understand and effectively act in a culture different from one’s own (Abbe, Gulick, & Herman, 2007; McDonald, McGuire, Johnston, Selmeski, & Abbe, 2008; Selmeski, 2009).

          博士。格里菲斯资助,资金没有着落开展研究在评估和跨文化能力的培养,以及领导能力,通过体验式学习的整体发展。与学生博士工作。格里菲斯可以享用工作的成年人的大样本,随着全球范围的组织,导致深国际网络,并为研究生教育经费强有力的伙伴关系。

          指导老师: 博士。理查德·格里菲思 

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