Leading with Cultural Intelligence, 2012a

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Chapter 5 I Think I Can and I Will Why is it that some people are more willing and eager to work through intercultural challenges, while others seem unmotivated, disinterested, unengaged? Why do some people demonstrate high levels of confidence, while others are anxious, feel insecure, or shy away from the challenges? The ability to meet your goals is your self-efficacy; how you manage your confidence and your emotions is emotional intelligence; and your willingness to reflect and consider your surroundings is called mindfulness. In this chapter of the book, these three concepts will be discussed in relationship to cultural intelligence. Saylor URL: http://www.saylor.org/books Saylor.org 99
5.1 What is Self-Efficacy? Self-efficacy, as defined by Albert Bandura, [1] represents your perception of your abilities to meet a goal you have set for yourself. It is similar to self-confidence. Self-efficacy is a foundational component in cultural intelligence. For the past 25 years, scholars have researched this topic and the strategies that leaders can use to encourage higher levels of efficacy in their employees. People with lower self-efficacy will have challenges throughout intercultural processes because they do not believe that they will be able to solve the problem. They do not feel they have the skills needed to work through the issues. Conversely, leaders who have higher levels of self-efficacy believe they can overcome obstacles, whether difficult or not. They have an easier time engaging in problem solving and finding strategic approaches for solving the issues before them. Table 5.1 Self-efficacy Perspectives About Unfamiliar Cultural Settings High Self-Efficacy Perspective About Unfamiliar Cultural Settings The task is to master unfamiliar settings Sets higher commitment to goals and process Internal motivation to work diligently “If I fail, I’ll try again” Focus on success and removing obstacles Visualize positive experiences and outcomes Low Self-Efficacy Perspective About Unfamiliar Cultural Settings The task is “too big for me” to handle No commitment to goals and process Motivation is decreased; little to no effort “It’s too stressful, complicated, and frustrating.” Focus on obstacles and challenges Visualize negative experiences and outcomes [1] Bandura (1974). Saylor URL: http://www.saylor.org/books Saylor.org 100
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This text was adapted by The Saylor
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It is hard for human beings not to
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In this age of social transformatio
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Chapter 3 "Cultural Intelligence De
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Endnotes 1. Hubbard (2002), p. 1. 2
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online collaborative communities, a
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Hispanics and women will dominate t
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of culture. Because Joan is not awa
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looking for my help to implement di
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Chapter 1 Culturally Intelligent Le
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surroundings—you create a new pic
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Culturally intelligent leaders must
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stakeholder needs. Edgar Schein not
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When everyone is held accountable f
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1.3 Chapter Summary Culturally int
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placing it on a heated surface for
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2.1 Cultural Systems Imagine a tree
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I once had a manager describe and d
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2.3 Culture is Learned Geert Hofste
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2.5 Culture is Dynamic Culture is d
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Langley, Knox, and Cooper, a law fi
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2.7 Culture is Symbolic Symbols are
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2.9 Levels of Culture One of the ba
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Regional Culture Names Cultural Exp
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Page 62 and 63: [1] Hofstede (2001). [2] Hofstede (
Page 64 and 65: The findings of the GLOBE study ser
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Page 70 and 71: Chapter 3 Cultural Intelligence Def
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Page 78 and 79: do we choose to adapt to our enviro
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Page 82 and 83: 3.4 The Labyrinth of Cultural Intel
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Page 86 and 87: 4.1 What is Cognition? Cognition is
Page 88 and 89: 4.2 What is Metacognition? Metacogn
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Page 92 and 93: 4.3 Techniques for Developing Strat
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Page 98 and 99: Judger Learner How can I protect my
Page 102 and 103: 5.2 The Role of Self-Efficacy in Cu
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Page 106 and 107: Build: Melissa can build her knowle
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Page 112 and 113: 5.5 Mindlessness and Self-Efficacy
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Page 116 and 117: you have the abilities to master th
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Page 124 and 125: or feeling. If you cannot forgive,
Page 126 and 127: Chapter 6 Adapting and Performing E
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Page 142 and 143: 6.3 Linguistic Relativity In The Sp
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Time is an important value dimensio
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6.5 Changing Behaviors, Changing Mi
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6.6 Changing Minds Through Storytel
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3. Think of one common story that h
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Chapter 7 Cultural Intelligence in
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3. How would you describe Victor’
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7.2 Case Study 2: Young, Confident,
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up such as Julia’s high expectati
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esponses to this next attempt. In f
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7.4 Case Study 4: A New Leadership
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efugee. As a leader practicing cult
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1. How can Diane and her employees
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7.6 Case Study 6: On Opposite Polit
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their judgments of other beliefs an
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now they don’t feel this is an is
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7.8 Case Study 8: No Dogs Allowed A
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who they are based on their expecta
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CI Model in Action Acquire: It is
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Reflection Pattie works in a male-d
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Chapter 8 The Future of Cultural In
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8.1 Reframing Leaders must be able
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8.2 Adaptive Work It is clear that
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8.4 Consciousness As we progress in
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Chapter 9 References Adams, M. G. (
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Goldsmith, M. (2006). Leading new a
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Pink, D. H. (2006). A Whole New Min
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Leading with Cultural Intelligence, 2012a

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