DOCSLIB.ORG

LEADING with CULTURAL INTELLIGENCE the Real Secret to Success

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
LEADING with CULTURAL INTELLIGENCE the Real Secret to Success LEADING WITH CULTURAL INTELLIGENCE The Real Secret to Success SECOND EDITION David Livermore Foreword by Soon Ang, PhD and Linn Van Dyne, PhD American Management Association New York • Atlanta • Brussels • Chicago • Mexico City • San Francisco Shanghai • Tokyo • Toronto • Washington, D.C. Bulk discounts available. For details visit: www.amacombooks.org/go/specialsales Or contact special sales: Phone: 800-250-5308 Email: [email protected] View all the AMACOM titles at: www.amacombooks.org American Management Association: www.amanet.org This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. CQ is a trademark of the Cultural Intelligence Center, LLC. Library of Congress Cataloging-in-Publication Data Livermore, David A., 1967- Leading with cultural intelligence : the real secret to success / David Livermore ; foreword by Soon Ang, Ph.D., and Linn Van Dyne, Ph.D.—Second edition. pages cm Includes index. ISBN 978-0-8144-4917-2 (hardcover)—ISBN 0-8144-4917-4 (hardcover)—ISBN 978-0- 8144-4918-9 (ebook)—ISBN 0-8144-4918-2 (ebook) 1. Leadership—Cross-cultural studies. 2. Organizational behavior—Cross-cultural studies. 3. Management—Cross-cultural studies. 4. Intercultural communication. 5. Cross-cultural orientation. I. Title. HD57.7.L589 2015 658.4’092—dc23 2014030865 © 2015 David Livermore All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. The scanning, uploading, or distribution of this book via the Internet or any other means without the express permission of the publisher is illegal and punishable by law. Please purchase only authorized electronic editions of this work and do not participate in or encourage piracy of copyrighted materials, electronically or otherwise. Your support of the author’s rights is appreciated. About AMA American Management Association (www.amanet.org) is a world leader in talent development, advancing the skills of individuals to drive business success. Our mission is to support the goals of individuals and organizations through a complete range of products and services, including classroom and virtual seminars, webcasts, webinars, podcasts, conferences, corporate and government solutions, business books, and research. AMA’s approach to improving performance combines experiential learning—learning through doing—with opportunities for ongoing professional growth at every step of one’s career journey. Printing Number 10 9 8 7 6 5 4 3 2 1 For Linda . my ultimate soul mate, fellow sojourner, and love. CONTENTS Foreword by Soon Ang, PhD, and Linn Van Dyne, PhD . vii Preface ............................................. ix PART I: CULTURAL INTELLIGENCE FOR GLOBAL LEADERS 1. Culture Matters: Why You Need Cultural Intelligence . 3 Creating and navigating culture is among leaders’ most imporant roles. Review why culture matters for today’s global leaders and beware of the myths that often inform global leadership practice. 2. What Is Cultural Intelligence? . 25 Discover the critical capabilities found in culturally intelligent leaders and learn how to assess and improve CQ in yourself and others. PART II: DEVELOPING CULTURAL INTELLIGENCE 3. CQ Drive: Discover the Potential . 43 Start by considering the impact of your motivation for adapting cross-culturally. And learn how to improve CQ Drive in yourself and those you lead. 4. CQ Knowledge (Part 1): Know What Differences Matter . 65 Next, learn how to read an intercultural situation by improving your grasp of the seminal ways cultures differ. And understand the best way to use intercultural understanding. 5. CQ Knowledge (Part 2): Understand Ten Cultural Value Dimensions ........................................ 99 Review ten cultural value dimensions and the way they influence the behavior of the ten largest cultural clusters in the world. And learn how to improve CQ Knowledge in yourself and those you lead. 6. CQ Strategy: Don’t Trust Your Gut . 135 See how to use your cultural understanding to effectively strategize on behalf of yourself and your organization. And learn how to improve CQ Strategy in yourself and those you lead. 7. CQ Action: Be Yourself, Sort Of ...................... 155 Discover when and how to adapt your behavior for different cultural situations. And learn how to improve CQ Action in yourself and those you lead. PART III: LEVERAGING CULTURAL INTELLIGENCE 8. The ROI for Culturally Intelligent Leaders . 187 Discover what predicts whether someone has high CQ. And note the relationships between what improves CQ and the return on investment from leading with cultural intelligence. 9. Developing a Culturally Intelligent Team . 209 Review the best practices for developing a culturally intelligent organization or team. And create a plan for leading with cultural intelligence. Epilogue: Can You Really Be a Global Leader? . 227 Acknowledgments .................................... 231 Appendix 1: Ten Cultural Clusters ....................... 233 Appendix 2: Resources from the Cultural Intelligence Center . 238 Notes ............................................... 239 Index ............................................... 251 About the Author . 256 CHAPTER 1 CULTURE MATTERS: WHY YOU NEED CULTURAL INTELLIGENCE Leadership today is a multicultural challenge. Few of us need to be convinced of that. We’re competing in a global marketplace, managing a diverse workforce, and trying to keep up with rapidly shifting trends. But many approaches to this leadership challenge either seem way too simplistic (e.g., “Smile, avoid these three taboos, and you’ll be fine”) or way too extreme (e.g., “Don’t go anywhere until you’re a cross-cultural guru”). Cultural intelligence (CQ) offers a better way. The four capabilities presented in this book can help you navigate any intercultural situation. What are the biggest hindrances to reaching your goals person- ally and professionally? How do you effectively lead a culturally di- verse team? What kinds of cultural situations bring you the greatest level of fatigue? How do you give instructions for an assignment to a Norwegian team member versus one from China? What kind of training should you design for an implementation team com- ing from multiple cultural backgrounds? How do you get feedback from a colleague who comes from a culture that values saving face above direct, straightforward feedback? And how can you possibly keep up with all the different cultural scenarios that surface in our rapidly globalizing world? These are the kinds of questions that will be answered by developing your cultural intelligence. All my life I’ve been fascinated by cultures. From as far back as when I was a Canadian American kid growing up in New York, I was intrigued by the differences my family would encounter on our trips across the border to visit our relatives in Canada. The 3 Leading with Cultural Intelligence multicolored money, the different ways of saying things, and the varied cuisine we found after passing through customs drew me in. I’ve learned far more about leadership, global issues, and my faith from cross-cultural experiences and work than from any gradu- ate course I’ve ever taken or taught. I’ve made people laugh when I’ve stumbled through a different language or inadvertently eaten something the “wrong” way. I’ve winced upon later discovering I offended a group of ethnically different colleagues because I spent too much time complimenting them. I’m a better leader, teacher, father, friend, and citizen because of the intercultural friendships I’ve forged through my work. And through the fascinating domain of cultural intelligence, I’ve discovered an enriched way to under- stand and prepare for my work across borders. Cultural intelligence is the capability to function effectively across national, ethnic, and organizational cultures.1 It can be learned by most anyone. Cultural intelligence offers leaders an overall rep- ertoire and perspective that can be applied to myriad cultural situations. It’s an approach that includes four different capabilities, enabling us to meet the fast-paced demands of leadership in the global age. This book describes how to gain the competitive edge and finesse that comes from using these four capabilities to lead with cultural intelligence. Think about a cross-cultural project or situation facing you. Take a minute and walk through the four capabilities of CQ right now: 1. CQ Drive: What’s your motivation for engaging with the cultural dimensions of this project? 2. CQ Knowledge: What cultural differences will most influ- ence this project? 3. CQ Strategy: How will you plan in light of the cultural dif- ferences? 4 Culture Matters: Why You Need Cultural Intelligence 4. CQ Action: How do you need to adapt your behavior to function effectively on this project? If you don’t have a clue how to answer some of these questions, I’ll get to all that. But before more fully describing cultural intel- ligence and how to develop it, we need to spend a few minutes understanding its relevance to leadership. From West Michigan to West Africa It’s the day before I fly to Monrovia, the capital of Liberia. Liberia, a small country on the coast of West Africa, isn’t a place I ever planned to visit. But given that the university where I was working had formed a partnership there, it became a regular destination for me. I’ve spent far more time working in Europe, Asia, and Latin America, much more familiar destinations to me than West Africa, which still feels very foreign. Yet the flattened world of globaliza- tion makes even the most foreign places seem oddly familiar in some strange way.
Load more

Recommended publications
  • International Strategic Management: a Conceptual Model with Top Managers' Emotional Intelligence, Cultural Intelligence, and N
    information Review International Strategic Management: A Conceptual Model with Top Managers’ Emotional Intelligence, Cultural Intelligence, and Networking Ângelo Miguel R. Cabral 1,*, Fernando Manuel P. O. Carvalho 1 and José António Vasconcelos Ferreira 2 1 CeBER, Faculty of Economics, University of Coimbra, 3004-512 Coimbra, Portugal; [email protected] 2 GOVCOPP, Department of Economics, Management, Industrial Engineering and Tourism, University of Aveiro, 3810-193 Aveiro, Portugal; [email protected] * Correspondence: [email protected] Received: 8 October 2020; Accepted: 8 December 2020; Published: 10 December 2020 Abstract: The conceptual approach in this article follows and analyzes the holistic model of Kuivalainen, Sundqvist, Saarenketo, and McNaughton in 2012, making it analytically fitting to the SMEs’ international strategic groups concerning their international scale and scope. That model, according to our conceptual proposal, needs a methodological readjustment to an effective conformity towards the cross-sectional research. Accordingly, we presented two main considerations. First, we put together a conceptual model, fitted towards the field of top managers’ psychological characteristics as major antecedent of the firms’ international strategy. Second, the proposed conceptual model is methodologically oriented for cross-sectional studies. In relation to the antecedents, we took top managers’ emotional intelligence and cultural intelligence as distinctive capabilities of the firms’ international strategy and as major antecedents of top managers’ networking behaviors. Regarding firms’ international performance as the major conceptual model outcome, a multidimensional approach is taken with financial, strategic, and overall performance. These elements of the international firms are regarded as of major importance within the international firms’ enterprise architecture. Methodologically, we performed a bibliographic review on the fundamental concepts that we present in the model.
    [Show full text]
  • The Roles of Implicit Culture Beliefs and Adjustment
    PERSONNEL PSYCHOLOGY 2017, 70, 257–292 ENHANCING CULTURAL INTELLIGENCE: THE ROLES OF IMPLICIT CULTURE BELIEFS AND ADJUSTMENT MELODY MANCHI CHAO Hong Kong University of Science & Technology RIKI TAKEUCHI Hong Kong University of Science & Technology JIING-LIH FARH Hong Kong University of Science & Technology Although international experience has been proposed as an important factor contributing to the development of cultural intelligence (CQ), its effect on CQ has often been assumed. Through a contact hypothesis framework, this study advances our understanding of CQ. It examines the process through which CQ changes occur against the backdrop of international exchanges. University students who were enrolled in an international exchange program with partners worldwide participated in this study. Using a 3-wave time-lagged design, we found that implicit culture beliefs (the beliefs about fixedness or malleability of cultural attributes) influenced intercultural rejection sensitivity, which impacted the cross-cultural adjustment of sojourning students and their subsequent CQ. Specifically, we found that cross-cultural adjustment experiences, particularly in the social domain, play an important role in influencing CQ. Findings from this study raise novel research questions and under- score the need for more empirical work in this area. Theoretical and practical implications are discussed. Globalization has created opportunities for people from different cul- tures to interact and collaborate. As international trade flourishes, the demand for cross-cultural
    [Show full text]
  • The Cultural Intelligence Difference
    Livermore_Template 11Q_Rev 2/22/11 11:50 AM Page v THE CULTURAL INTELLIGENCE DIFFERENCE Master the One Skill You Can’t Do Without in Today’s Global Economy DAVID LIVERMORE, Ph.D. American Management Association New York • Atlanta • Brussels • Chicago • Mexico City • San Francisco Shanghai • Tokyo • Toronto • Washington, D.C. Livermore_Template 11Q_Rev 2/22/11 11:50 AM Page vi Bulk discounts available. For details visit: www.amacombooks.org/go/specialsales Or contact special sales: Phone: 800-250-5308 E-mail: [email protected] View all the AMACOM titles at: www.amacombooks.org This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Library of Congress Cataloging-in-Publication Data Livermore, David A., 1967– The cultural intelligence difference: master the one skill you can’t do without in today’s global economy / David Livermore. p. cm. Includes index. ISBN-13: 978-0-8144-1706-5 (hbk.) ISBN-10: 0-8144-1706-X (hbk.) 1. Diversity in the workplace. 2. Cultural intelligence. 3. Intercultural communication. 4. Management—Cross-cultural studies. 5. Organizational behavior—Cross-cultural studies. I. Title. HF5549.5.M5L58 2011 650.1’3—dc22 2010043843 © 2011 David Livermore All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019.
    [Show full text]
  • Cultural Intelligence's Impact on Cross-Cultural Problem-Solving Performance
    Double Helix, Vol 4 (2016) Research Article Cultural Intelligence’s Impact on Cross-Cultural Problem-Solving Performance Robert Engle and Andrew Delohery Quinnipiac University Introduction In today’s world of increasing globalization, there is a growing need to understand how to effectively interact with individuals from diverse cultural backgrounds. Relatively recently, Earley and Ang (2003) developed a construct they labeled “cultural intelligence” (CQ), which they defined as a person’s ability to effectively function in culturally diverse situations. Since then, CQ has been found to be associated with a wide range of outcomes, including cultural adaptation (Lin, Chen, & Song, 2012), cultural judgment, decision making, and task performance (Ang et al., 2007) and has also been related to general interaction and work adjustment of foreign workers (Dagher, 2010). Sachsenmaier (2013) concluded that compared to the United States and China, Europe’s educated circles remain monocultural by training. Ironically, it is now a “Middle Kingdom” mentality putting constraints on European economic, political and intellectual life. Widespread cultural ignorance no longer fits into a shifting world in which Chinese and other non-Western countries are themselves going global. (para. 12) This leads us to recognize the need for universities to do much more to prepare students for a global society by adding cultural and globalization-related adjustments to curricula, including methods of analysis and connections with multiple disciplines. However, there is little research to suggest that cultural intelligence can actually impact a student’s ability to do analysis of situations in which cultural differences play a significant role. The objective of this study is to address this gap in the literature by examining the relationship between students’ level of cultural intelligence and the degree to which they are able to use this ability to analyze a business situation, identify culturally-related problems, and develop culturally appropriate solutions to those problems.
    [Show full text]
  • Romanticizing Culture: the Role of Teachers' Cultural Intelligence in Working with Diversity
    SARINA CHUGANI MOLINA University of San Diego Romanticizing Culture: The Role of Teachers’ Cultural Intelligence in Working With Diversity As the world is becoming increasingly flat (Ang, Van Dyne, Koh, Templer, & Chandrasekar, 2007; Darling-Hammond, 2010; Friedman, 2005), the classroom has become a mirror that often reflects this phenomenon at a microcosmic level. As such, teacher- preparation programs are continuing to emphasize the importance of understanding and valuing student cultures to inform teaching practice. This study sought to examine how 10 in-service teachers in the San Diego area understand the role of culture in their daily work with their culturally and linguistically diverse students using the cultural intelligence framework (Earley & Ang, 2003). While the cultural intelligence framework provided some insight into how teachers understood certain aspects of culture in relation to their students, it also brought to light the complexity of defining and assessing cultural competence. In fact, teachers challenged the elevated emphasis on culture in the literature, and instead, highlighted additional competencies of value to them in this work. Introduction n order for our students to participate in this increasingly interconnected world (Friedman, 2005), it has become of utmost importance for research- ers and teachers alike to equip our students with the tools to engage on the Iglobal platform. Darling-Hammond (2010) believes that this work begins in our classrooms as we address issues of social justice and equity among our own children. When children recognize the power of their voice and understand the wealth that their backgrounds and cultures bring to their classrooms, their communities, and the world, they will more likely begin to see themselves as valued members of the global community.
    [Show full text]
  • Cultural Intelligence: a Proxy for Wisdom in Intercultural Exchanges
    Asian Journal of Business Research Volume 9 Issue 1, 2019 ISSN 2463-4522 e-ISSN 1778-8933 DOI: 10.14707/ajbr.190053 Cultural Intelligence: A Proxy for Wisdom in Intercultural Exchanges Steve A Varela Department of Management and Information Technology, Calumet College of St. Joseph, Indiana, USA Abstract The efficacy of intercultural exchanges can be measured by an individual‟s cross- cultural competency. This research examines the relationships between Cultural Intelligence (CQ) and intercultural negotiation outcomes relative to the onset of wisdom. In particular, the properties of cultural intelligence and intercultural negotiation outcomes are examined relative to other measures such as an individual‟s age, education, and professional experience. To test the hypotheses, the CQS and a self-report survey of actual intercultural negotiation exchanges was administered to 102 experienced international business negotiators from Taiwan. A cross-sectional research method incorporated a sequential survey design and subsequent analysis was conducted using hierarchical regression analysis. Results indicated that CQ explained a significant amount of variation in intercultural outcomes at certain stages of a professional‟s career. The results provided support that aggregate CQ predicts intercultural outcomes during the early and mid-stages of a professional‟s career, and then tapers. Together, the findings suggest that an individual‟s CQ can be used as a proxy for intercultural competency, until wisdom manifests itself and that participation in
    [Show full text]
  • Linking Cultural Intelligence and Emotional Acculturation: a First Study Myrthe Blösser Supervisor
    Linking Cultural Intelligence and Emotional Acculturation: A first study Myrthe Blösser Supervisor: Jozefien de Leersnyder Student number: 10789154 Universiteit van Amsterdam Bachelor thesis Social Psychology Word count: 4565, abstract: 150 Date: 01-06-2018 RUNNING HEAD: CULTURAL INTELLIGENCE AND EMOTIONAL ACCULTURATION Abstract The emotional patterns of immigrants who are in daily social contact with the majority tend to become more similar to that of the majority; they emotionally acculturate. In addition, expatriates with high cultural intelligence tend to culturally adjust more than expatriates with low cultural intelligence. Therefore, I hypothesized that immigrants with high cultural intelligence would emotionally acculturate faster when in contact with the majority then immigrants with low cultural intelligence. To obtain our emotional acculturation score, while using a new operationalization for emotional fit where all participants rated their appraisals and action tendencies in response to anger-situations describing vignettes, we correlated the emotional patterns of 18 immigrants with that of the typical emotional pattern of the native Dutch in corresponding anger-eliciting situations. Against my hypotheses, the amount of contact did not predict the level of emotional acculturation, and minorities’ level of cultural intelligence did not strengthen nor weaken this relationship. Linking Cultural Intelligence with Emotional Acculturation: A first study In the last decennia, ever-increasing globalization and migration have led to an increase of cultural diversity and multicultural societies in Europe (Czaika & Haas, 2014). In the Netherlands, 23% of the population is made up of immigrants from 138 different nationalities (CBS, 2018). Consequently, intercultural contact occurs daily in a wide arrange of situations, creating a strong need for cross-cultural communication skills for effective communication.
    [Show full text]
  • Measuring Cultural Intelligence: Implications and Opportunities
    Measuring Cultural Intelligence: Implications and Opportunities David C. Thomas Simon Fraser University Abstract Cultural intelligence is an ability that varies with individuals and explains differences in intercultural effectiveness. This ability is difficult to assess, yet managers must be able to measure it in order to determine which employees are talented at working across cultural contexts and with people from different cultures. In this article I describe the development of a new measure of cultural intelligence and how managers can use it to inform and support a number of management decisions such as international staffing and leadership of cross- cultural teams or projects.1 Measuring Cultural Intelligence: Implications and Opportunities Both domestic and international organizations increasingly face a knowledge based competitive environment.2 Concurrently their workforces are increasingly culturally diverse. As a result, the human aspect of management becomes paramount for success. This means employees must be skilled at navigating cultural differences in management behavior and managers must be able to assess this ability among employees. Consider the following situations: The merger of Daimler- Benz with Chrysler Corporation was touted as a “marriage made in heaven” resulting in an automobile company ranked third in the world in terms of revenue and fifth in number of units sold. However it wasn’t long before the marriage made in heaven resulted in divorce. Differences in the cultures and management styles of the two firms proved too difficult to overcome and within 19 months two American CEOs were dismissed and German management took over. Daimler’s management team had tried to administer the Chrysler division Rutgers Business Review Vol.
    [Show full text]
  • The Effect of Emotional and Cultural Intelligences on Networks' Behaviors in International Smes: Evidence from Portugal
    behavioral sciences Article The Effect of Emotional and Cultural Intelligences on Networks’ Behaviors in International SMEs: Evidence from Portugal Ângelo Miguel R. Cabral 1,*, Fernando Manuel P. O. Carvalho 1 and José António V. Ferreira 2 1 CeBER, Faculty of Economics, University of Coimbra, 3004-512 Coimbra, Portugal; [email protected] 2 GOVCOPP, Department of Economics, Management, Industrial Engineering and Tourism, University of Aveiro, 3810-193 Aveiro, Portugal; [email protected] * Correspondence: [email protected] Received: 17 September 2020; Accepted: 22 October 2020; Published: 24 October 2020 Abstract: The major purpose of this research was to study the predictive value of the top managers’ psychological characteristics regarding their networking behavior. In the international business management context of small- and medium-sized enterprises, we took the top managers’ cultural intelligence and emotional intelligence as determinant capabilities to perform better in their external networking. The sample was composed of 307 Portuguese SMEs’ international decision-makers, specifically founders, owners, chief executive officers (CEOs), managers of international activities, international market managers, or commercial managers. The data was collected from 2–30 April 2019 through online surveys directed to the Portuguese decision-makers that were directly responsible for the firms’ international activities. As a data collection instrument, the surveys were pretested and sent by e-mail. The average age of the participants was approximately 50 years old for males and 45 years old for females. We used self-reported measures to assess the different constructs and the hierarchical regression analysis to test our hypotheses. The results showed that cultural intelligence and emotional intelligence were significant drivers of decision-makers’ external networking behavior.
    [Show full text]
  • Its Measurement and Effects on Cultural Judgment and Decision Making, Cultural Adaptation and Task Performance
    Management and Organization Review 3:3 335–371 doi: 10.1111/j.1740-8784.2007.00082.x Cultural Intelligence: Its Measurement and Effects on Cultural Judgment and Decision Making, Cultural Adaptation and Task Performance Soon Ang1, Linn Van Dyne2, Christine Koh1, K. Yee Ng1, Klaus J. Templer1, Cheryl Tay1 and N. Anand Chandrasekar3 1Nanyang Technological University, Singapore, 2Michigan State University, USA, and 3Center for Creative Leadership, Singapore ABSTRACT We enhance the theoretical precision of cultural intelligence (CQ: capability to function effectively in culturally diverse settings) by developing and testing a model that posits differential relationships between the four CQ dimensions (metacognitive, cognitive, motivational and behavioural) and three intercultural effectiveness outcomes (cultural judgment and decision making, cultural adaptation and task performance in culturally diverse settings). Before testing the model, we describe development and cross-validation (N = 1,360) of the multidimensional cultural intelligence scale (CQS) across samples, time and country. We then describe three substantive studies (N = 794) in field and educational development settings across two national contexts, the USA and Singapore. The results demonstrate a consistent pattern of relationships where metacognitive CQ and cognitive CQ predicted cultural judgment and decision making; motivational CQ and behavioural CQ predicted cultural adaptation; and metacognitive CQ and behavioural CQ predicted task performance. We discuss theoretical and practical implications of our model and findings. KEYWORDS cultural adaptation, cultural intelligence, cultural judgment and decision making, individual difference, task performance INTRODUCTION Although globalization has made the world seem smaller and ‘flat’ in many ways (Friedman, 2005), increasing cultural diversity creates challenges for individuals and organizations, making the world ‘not so flat’ after all.
    [Show full text]
  • Cultural Intelligence (CQ) Framing the Effectiveness of Leader-Follower Relationship
    Master Thesis in Leadership and Management Cultural Intelligence (CQ) Framing the Effectiveness of Leader-Follower Relationship Author: Mohamed Elziadi & Fatin Qassis Supervisor: Mikael Lundgren Examiner: Lars Lindkvist Term: Spring 2020 Subject: Leadership and Management in International Context Level: Master’s Degree Course code: 4FE41E Table of Contents 1 Introduction – What it is all really about? ..................................................... 1 1.1 Background ............................................................................................... 1 1.2 Problem Discussion and Relevance of the Study ..................................... 4 1.3 Research question and Research objectives ............................................. 5 2 Research Methodology ..................................................................................... 7 2.1 Research Design ........................................................................................ 7 2.2 Conceptual Research ................................................................................. 9 2.2.1 Research Approach .......................................................................... 11 2.2.2 Conceptual Mapping ........................................................................ 11 2.2.3 Data Collection ................................................................................. 12 2.2.4 Relevant Literature to our Conceptual Research .............................. 13 2.2.5 Validity and Credibility of our Conceptual Research .....................
    [Show full text]
  • Socio-Cultural Perspectives: a New Intelligence Paradigm
    DOCUMENT NUMBER 07-1220 MITRE TECHNICAL REPORT MTR070244 Socio-Cultural Perspectives: A New Intelligence Paradigm Report on the conference at The MITRE Corporation McLean, Virginia, September 12, 2006 June 2007 LeeEllen Friedland (MITRE) Gary W. Shaeff (MITRE) Jessica Glicken Turnley (Galisteo Consulting Group) Sponsor: U. S. Government Contract No.: 2004*H933900*003 Dept. No.: G153 Project No.: 1506A203 ©2007 The MITRE Corporation. All Rights Reserved Approved for Public Release; Distribution Unlimited. This is the copyright work of The MITRE Corporation, and was produced for the U. S. Government under Contract Number 2004*H933900*003. No other use other than that granted to the U. S. Government, or to those acting on behalf of the U. S. Government, under that Clause is authorized without the express written permission of The MITRE Corporation. For further information, please contact The MITRE Corporation, Contracts Office, 7515 Colshire Drive, McLean, VA 22102-7508, (703) 983- 6000. Center for National Security Programs McLean, Virginia i MITRE Department Approval: MITRE Project Approval: ii Abstract In September 2006, The MITRE Corporation hosted a one-day conference titled “Socio- Cultural Perspectives: A New Intelligence Paradigm.” The goal of the conference was to explore various ways in which socio-cultural perspectives could be used in intelligence analysis. The conference also was designed to raise awareness among participants, and their host organizations, of current activities in this area, and to establish the groundwork for ongoing interaction within and across organizations and agencies. The conference demonstrated that cultural intelligence is important for a wide range of national security endeavors and that this fact is increasingly recognized in many government quarters.
    [Show full text]