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Welcome! EmergingLeader.com is a user driven site which serves both as a sounding board for fresh leadership ideas and a repository for lessons learned and experience gained. Manifest your thoughts by contributing an article , a lesson learned , a link  and/or any comments  you have that will help us create a great leadership resource. See details for contributing an article.
A leader who keeps his ear to the ground allows his rear end to become a target.

--Angie Papadakis


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The Impact of Edward Hall on Cross-Cultural Leadership Communication
By Steve W. Raimo

Communication . . . what really is it? Defined in dictionary.com, communication is 1) the act or process of communicating; fact of being communicated, and 2) the imparting or interchange of thoughts, opinions, or information by speech, writing, or signs. Can we, however, really understand all the nuances, the subtle differences or distinctions in expressions, meaning, and responses that encompass communication?

To conduct business in the global marketplace, leaders must consider the cultural differences and predominating communication processes in individualistic and collectivistic cultures. Edward T. Hall, a respected anthropologist and cross-cultural researcher, identified two classic dimensions of culture in his books The Silent Language and The Hidden Dimension. Understanding and applying these concepts can help today’s leaders improve their communication skills across cultures.

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Organizational Change: 6 Things You Must Do To Become An Effective Leader In The Midst Of Change
By Dr. Alan Zimmerman

All progress is the result of change.  But not all change is progress.  Some changes don’t make any sense.  In fact, some leadership behaviors actually create more stress for yourself and your coworkers. 

So what works? 

Based on my 22 years of consulting and speaking to organizations around the world, I’ve found six things you must do to become an effective leader in the midst of change.

1.  Don’t beat yourself up.

You did not cause the tough, changing times in your industry, and you could not have predicted all the changes coming down the pike.  The nature of change is unpredictable.

For example, who could have predicted the change in fashion? Do you remember when clothing tags were worn on the inside? Now if you go to the malls, you will see many teenagers wearing them on the outside.

Who could have predicted the change in lifestyle behaviors between generations? Do you remember when safe sex meant your parents did not find out? Now some parents "equip" their kids for sex.

Or, who could have predicted the change in the marketplace? The great movie mogul, Harry Warner, couldn't in 1922, when he said, "Who the ---- wants to hear actors talk?"

The founder of IBM, Tom Watson, Senior, couldn't in 1943 when he said, "I think there is a world market for about five computers."

Ken Olsen, the President of Digital Equipment Corporation couldn't in 1973 when he said, "There is no reason for anyone to have a computer in his house."

So don't beat yourself up for not being able to predict or prevent tough changing times. This will deflate you, and you need to be out there motivating your colleagues.

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Leading and Motivating At TheCross-Cultural Level
By Timothy J. Rentfrow

The world is changed (Imdb, 2007). The simple statement has significance as “the 21st century may very well become known as the century of the global world” (House, 2004, p.3). It is within this emerging global world that leaders will be required to adapt, culturally, to influence people toward a common goal “as economic borders come down, cultural barriers will most likely go up” (House, et. al., p.1). As a student of cross-cultural studies at Regent University a discovery was made that my practical experience in Michigan, as a former ABB area manager, applies to motivation and leadership at the cross-cultural level. The article investigates principles and methods, utilized in Michigan, and their application to cross-cultural leadership and motivation.                  

Principles for Cross-cultural Leadership

The contemporary world positions leadership as a difficult concept, one that House and Dorfman term the leadership enigma (House & Dorfman, 2004, p.51). The time at ABB provided answers to the leadership puzzle which is to be a person described as a giver and to position one’s self for service. The fundamental principles that governed success are uniquely based upon Matthew 20: 25-26 and Luke 6:38.    

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