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Building Inclusion and Countering Bias in Teams by MIT Sloan Management Review

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Introduction

Working with people of a different culture — whether those differences are due to gender, geography, or corporate style —often involves defining the actions and behaviors a leader wants and then designing work processes that will reinforce those behaviors. As this selection of articles from MIT Sloan Management Review highlights, it also can require examining personal biases about what it means to be a leader or a team member.

From “Rethinking the East Asian Leadership Gap”:

  • Many Western multinational corporations operating in East and Southeast Asia bemoan the lack of local leadership talent. But many fast-emerging companies in Indonesia, South Korea, and Malaysia, as well as companies in China and Japan, don’t have that same ...

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