CULTURAL INTELLIGENCE

Cultural Intelligence



Cultural Intelligence

Introduction

In this paper we have compared the articles The Convergent, Discriminant, and Incremental Validity of Scores on a Self-Report Measure of Cultural Intelligence by Colleen Ward, Ronald Fischer, Fara Sheyna Zaid Lam and Leonie Hall with the article of Harry C. Triandis' Cultural Intelligence in Organizations.

Globalisation increases the importance of employees who can operate effectively in culturally diverse contexts. Given the high costs of employee failure in global contexts, organisations should be highly motivated to understand how to develop leaders with international leadership potential.

Although research on international leadership is growing, two critical gaps exist in our understanding. First, little is known about predictors of international leadership potential. International leadership potential is the judgments observers make about future international leadership performance. The second gap in the previous international leadership research is inconsistency regarding the relationship between intercultural contact and international leadership.

Concerning the first gap in the international leadership literature, international leadership potential is theoretically important because actual performance and future performance are distinct aspects of international leadership. Judgments of actual performance are retrospective, emphasise past performance, and are the basis of performance evaluation feedback and changes in pay. Judgments of international leadership potential are prospective, emphasise future effectiveness, and are the basis of selection, training, and development decisions.

Practically, international leadership potential is important because many personnel decisions are based on future potential as well as prior performance. Understanding more about international leadership potential should provide useful information that is not captured by prior performance. In sum, our primary purpose is to investigate antecedents of international leadership potential (Black, 1991, 113).

Literature Review

In developing our model, we integrate notions from contact theory and cultural intelligence theory. Contact theory proposes and empirical research demonstrates the value of contact for international leadership success. Specifically, prior intercultural contact has been identified as one of the most important factors leading to international leadership success. Leaders gain knowledge, skills, and abilities necessary to manage successfully and lead in different parts of the world through intercultural contact. Prior intercultural contact helps leaders appreciate new things, increase their cu1tural sensitivity, and gain respect for values and customs that differ from their own in ways that enhance their future international leadership performance.

For example, CEOs with more intercultural contact deliver better financial performance, and global leaders view intercultural contact as helpful for their career development.

Cultural intelligence (CQ) is an individual's capability to function and manage effectively in culturally diverse settings. CQ is a state-like malleable capability that can be enhanced by education and experience. Manning (2003) suggested that global competence such as being able to manage in situations characterised by cultural diversity is a precondition for effective international leadership. Given that ability to manage in the context of cultural diversity is the core of CQ, CQ should predict international leadership success. In contrast, those with low cultural intelligence are more likely to engage in stereotyping and experience conflict, delays, and international leadership failure.

Empirical research has shown that CQ is an important predictor of international leadership ...