Leading with Cultural Intelligence, 2012a
Leading with Cultural Intelligence, 2012a
Leading with Cultural Intelligence, 2012a
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up such as Julia’s high expectations of herself, her ability to get things done in an informal work<br />
setting, and her working style preference.<br />
<br />
Contemplate: Joanne, in this case study, thinks that Julia is very capable to carry out projects and<br />
tasks. However, she can do more to help build her own self-efficacy as well as Julia’s, thus<br />
improving both their cultural intelligence. It is more effective if Joanne schedules weekly<br />
evaluation and progress sessions <strong>with</strong> Julia. In this session, Joanne can help Julia to understand<br />
specific outcomes and expectations as well as take the opportunity to mentor her. Developing her<br />
cultural intelligence would mean that Joanne comes to these meetings prepared to provide the<br />
right type of feedback and recognize when to provide this feedback.<br />
<br />
Do: Joanne is able to quickly point out to what Julia’s blind spots are in their interactions. But<br />
does Joanne see her own blind spots? In this component of CI, Joanne can and should evaluate<br />
her own behavior, including what she may not see because she is too focused on whether Julia<br />
will make a mistake. Her ability to adapt rests on her acknowledgement of what makes her<br />
uncomfortable when Julia performs well. Does she hold a belief or attitude about how work can<br />
be completed? Or who can do the work?<br />
Saylor URL: http://www.saylor.org/books<br />
Saylor.org<br />
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