Table of Contents

Cultural Mythology and Global Leadership

Cultural Mythology and Global Leadership

Edited by Eric H. Kessler and Diana J. Wong-MingJi

This ground-breaking book explains how deep-seated cultural mythologies shape contemporary global leaders and provides insights into navigating the dynamics and complexities in today’s era of globalization. The authors use myths to uncover core characteristics and values from 20 different cultural contexts spanning all major regions of the world – the Americas, Europe, Africa and the Middle East, and Asia and the Pacific Rim – that have evolved over generations and continue to shape global leadership models. Commentaries are included from practicing managers and leaders to provide real world insights on the implications of the ideas discussed. International managers and executives, public officials, business consultants and corporate trainers will welcome the insights on cross-cultural leadership styles. The book will also find interest from researchers and students across a broad array of professional and social science disciplines.


Eric H. Kessler and Diana J. Wong-MingJi

Subjects: politics and public policy, leadership


to cultural mythology and global leadership Eric H. Kessler and Diana J. Wong-MingJi We live in an age of critical albeit curious confluences … and the stakes have never been higher. On the one hand, the forces of globalization bring together peoples and practices at a level unprecedented in human history. Cultures are simultaneously blending and battling, ushering in an intermingling seemingly omnipresent dynamic of connections and collisions. As a result, effective global leaders and leadership practices are of preeminent importance be it in business, political, or social realms. Yet on the other hand our age is also marked by superficial analyses, quick-fixes, limited and ill-focused attention spans, sound bytes and Internet summaries, educational and intellectual approximations, increasingly sophisticated yet bounded technological heuristics, and a proliferation of elaborate yet surface training fads and fashions. Thus it should be of no surprise that the daily press is replete with tales of lost leadership opportunities and colossal management systems failures in both public and private domains, the latter including cases such as the collapse of Barings Bank in England, Enron in the US, Société Générale in France, Guangdong International Trust and Investment Corporation in China, and Toshoku Ltd in Japan. This combination of a heightened demand for globally competent leaders and endemic threats to its supply is simply not sustainable. The world is complex. Leadership is critical. We need a depth of analysis that appreciates these challenges by addressing foundational issues. This project of international collaboration focuses on a central...