To read this content please select one of the options below:

Leadership Development without Borders

Advances in Global Leadership

ISBN: 978-0-76231-160-6, eISBN: 978-1-84950-312-9

Publication date: 1 February 2005

Abstract

In this chapter, we describe a model that we use to design and deliver leadership development programs around the world. This model, called the competing values model (Quinn, 1988; Quinn & Rohrbaugh, 1983; Cameron & Quinn, 1999), is a culturally neutral, non-normative framework that helps individual leaders understand the value of different leadership behaviors and when they might be applied. First we present the model. Then we describe two global leadership development programs using the CVM.

Citation

Sendelbach, N. and McGrath, M.R. (2005), "Leadership Development without Borders", Mobley, W.H. and Weldon, E. (Ed.) Advances in Global Leadership (Advances in Global Leadership, Vol. 4), Emerald Group Publishing Limited, Leeds, pp. 229-254. https://doi.org/10.1016/S1535-1203(06)04016-0

Publisher

:

Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited