Leading with Cultural Intelligence, 2012a

5.7 Chapter Summary
Interactions within cultures are based on a person’s sense of efficacy, which is their belief about
their abilities to perform what is required in new cultural settings.
Culturally intelligent leaders have higher levels of self-efficacy. They look at challenges as
opportunities, they are resilient and persistent in their pursuance of the goal, they have higher
confidence levels, and they are committed to finding solutions.
Individuals who have low self-efficacy have lower expectations of themselves in new cultural
settings, they lose interest and commitment under duress, and they focus on doubts and negative
outcomes.
Emotional intelligence speaks to the importance of self-efficacy in leadership; it points out the
critical role self-efficacy has on managing one’s emotions, adaptability, and optimism.
Mindfulness brings about creativity and innovation. It takes leaders “out of their boxes” and gives
them a new way of perceiving themselves, their abilities, and their world.
Mindlessness comes about through repetitive behaviors. Mostly unconsciously, a state of
mindlessness can lead to learned helplessness.
Research has shown that you can improve your self-efficacy, and the chapter highlights areas for
leadership development.
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