| 000 | 01816cam a2200277zu 4500 | ||
|---|---|---|---|
| 001 | 88811067 | ||
| 003 | FRCYB88811067 | ||
| 005 | 20250429181837.0 | ||
| 006 | m o d | ||
| 007 | cr un | ||
| 008 | 250429s2009 fr | o|||||0|0|||eng d | ||
| 020 | _a9780814414873 | ||
| 035 | _aFRCYB88811067 | ||
| 040 |
_aFR-PaCSA _ben _c _erda |
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| 100 | 1 | _aLivermore, David | |
| 245 | 0 | 1 |
_aLeading with Cultural Intelligence _bThe New Secret to Success _c['Livermore, David'] |
| 264 | 1 |
_bAmacom _c2009 |
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| 300 | _a p. | ||
| 336 |
_btxt _2rdacontent |
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| 337 |
_bc _2rdamdedia |
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| 338 |
_bc _2rdacarrier |
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| 650 | 0 | _a | |
| 700 | 0 | _aLivermore, David | |
| 856 | 4 | 0 |
_2Cyberlibris _uhttps://international.scholarvox.com/netsen/book/88811067 _qtext/html _a |
| 520 | _aWhy are some leaders able to create trust and negotiate contracts with Chinese, Latin Americans, and Germans all in the same day, while others are barely able to manage the diversity in their own offices? The answer lies in their cultural intelligence, or CQ. Packed with practical tools, research, and case studies, Leading with Cultural Intelligence breaks new ground, offering today’s global workforce a specific, four-step model to becoming more adept at managing across cultures: Drive—show the interest and confidence to adapt cross-culturally Knowledge—understand how differences such as religion, family, education, legal, and economic influences affect the way people think and behave Strategy—monitor, analyze, and adjust plans in unfamiliar cultural setting Action—choose the right verbal and nonverbal behaviors, depending on context Practical and insightful, this indispensable guide shows leaders how to connect across any cultural divide, including national, ethnic, and organizational cultures. | ||
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_c1325680 _d1325680 |
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