Leading with Cultural Intelligence, 2012a

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Two politicians from opposing parties are in disagreement about actions to take regarding a potential new immigration policy. Both politicians recognize that there is an immigration issue in the country and that it has a significant impact on the economy. Both believe that controlling immigration into the country is the key to maintaining national security and ensures the health and well-being of the country’s citizens. One of the politicians believes that a way to control immigration is to round up all illegal immigrants and deport them. The other politician believes that only specific illegal immigrants should return to their country. Enter a third politician who has been listening to the argument. This politician sees both sides of the arguments and recognizes the truth in each statement. As a result of mindful listening, receiving, and reflection, this politician offers a third alternative that may contain components of the two opposing arguments or it could be a completely different way of thinking about immigration. Mindfulness techniques help you to come to an awareness of your self-efficacy. Through mindfulness, you learn to see your perspective of a situation, whether objects, people, places, or ideas are involved. The connection between mindfulness and self-efficacy is such that when you use mindfulness, it helps you to focus on your performance and goals. This next exercise is to help you use mindfulness to accomplish a goal. On a piece of paper, write down one goal you have (i.e., “My goal is to…”). This may be related to work, your family, your finances, starting a new business, purchasing a new car—anything you would like to obtain. Below your stated goal, write down five things you plan on doing to achieve this goal. Next, have two people (e.g., friends, neighbors, strangers) each write down five things you can do to achieve this goal. Then, review what you have written down to achieve your goal as well as what others have said for you to do to reach your goal. Now, respond to the following questions: How would you react if none of the plans you made turned out the way they were supposed to? What if, in the middle of working toward your goal, the goal changed? If you reached your goal exactly as you planned it, what would you have learned about yourself? What type of life do you think you would lead if everything went according to your plans? Asking these questions not only helps you to be more mindful, it helps you to be more focused on your goals. Saylor URL: http://www.saylor.org/books Saylor.org 109
[1] Boyatzis & McKee (2005), p. 112. [2] Sumedho (2001). Saylor URL: http://www.saylor.org/books Saylor.org 110
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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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and aunts. Her father was not aroun
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family of three. She doesn’t want
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interpretation; it can give us cult
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The value dimension of identity ref
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toward laissez-faire leadership, on
Page 60 and 61: This dimension also speaks to a cul
Page 62 and 63: [1] Hofstede (2001). [2] Hofstede (
Page 64 and 65: The findings of the GLOBE study ser
Page 66 and 67: Cultural Dimension High-Score Clust
Page 68 and 69: Desirable Leadership Attributes Und
Page 70 and 71: Chapter 3 Cultural Intelligence Def
Page 72 and 73: each play-by-play action in cultura
Page 74 and 75: Cultural intelligence is like tunin
Page 76 and 77: Figure 3.1 Cultural Intelligence Mo
Page 78 and 79: do we choose to adapt to our enviro
Page 80 and 81: skills can make it easier for them
Page 82 and 83: 3.4 The Labyrinth of Cultural Intel
Page 84 and 85: 3.5 Chapter Summary Cultural inte
Page 86 and 87: 4.1 What is Cognition? Cognition is
Page 88 and 89: 4.2 What is Metacognition? Metacogn
Page 90 and 91: willingness to continue. Critical t
Page 92 and 93: 4.3 Techniques for Developing Strat
Page 94 and 95: asic information and Betty does not
Page 96 and 97: opportunity to reread the picture t
Page 98 and 99: Judger Learner How can I protect my
Page 100 and 101: Chapter 5 I Think I Can and I Will
Page 102 and 103: 5.2 The Role of Self-Efficacy in Cu
Page 104 and 105: Jerry to use CI principles on a dai
Page 106 and 107: Build: Melissa can build her knowle
Page 108 and 109: deal with the ambiguities of cultur
Page 112 and 113: 5.5 Mindlessness and Self-Efficacy
Page 114 and 115: 5.6 Developing Your Self-Efficacy T
Page 116 and 117: you have the abilities to master th
Page 118 and 119: ethics saying, “They’re so unre
Page 120 and 121: machine. You need to be very still
Page 122 and 123: in the situation, she can shift her
Page 124 and 125: or feeling. If you cannot forgive,
Page 126 and 127: Chapter 6 Adapting and Performing E
Page 128 and 129: Thus, cultural intelligence require
Page 130 and 131: ecomes anxious and uncomfortable. S
Page 132 and 133: neighbors; what used to be a quiet
Page 134 and 135: [3] This exercise was found by The
Page 136 and 137: eventually contradicts their belief
Page 138 and 139: in intercultural interactions. It i
Page 140 and 141: Jose is from Costa Rica and Mary is
Page 142 and 143: 6.3 Linguistic Relativity In The Sp
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Page 146 and 147: point my finger at him. I was just
Page 148 and 149: suspicious of the company. Whereas,
Page 150 and 151: Time is an important value dimensio
Page 152 and 153: 6.5 Changing Behaviors, Changing Mi
Page 154 and 155: 6.6 Changing Minds Through Storytel
Page 156 and 157: 3. Think of one common story that h
Page 158 and 159: 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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