Leading with Cultural Intelligence, 2012a

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Reflection Pattie works in a male-dominated law firm that seems to be entrenched in beliefs and values about women’s work and the work of attorneys. Although she has an ally in Robert, she still feels alone and discriminated against. In a situation such as this, Robert and Pattie would need to bring to the attention of their managers the subtle and insidious ways in which gender inequality occurs in the firm. This is a huge challenge, especially when partners in the firm do not see the problem or they view the problem as something different than gender equality. Here is a situation in which Pattie must evaluate her beliefs and values and whether they align <strong>with</strong> the culture of the law firm. She needs to determine whether it is worth it for her to stay at the law firm or to bring more attention to the issue. Since she has Robert as an ally, and since he is a senior partner in the firm, he can be the support and advocate she needs to bring attention to the issue. Additionally, because of his position, he has the power to bring awareness of gender inequality issues to his managers and colleagues. CI Model in Action Acquire: In a situation like this, organizational leaders need to shift the way they think about women’s work as attorneys. There are specific beliefs and values involved, unexpressed but felt by Pattie and most likely other women in the firm. The firm of Hannigan, Fisher, and Schultz must recognize the cultural norms that sustain the behaviors. Because Robert is Pattie’s ally and a senior partner, he can advocate for her, but he needs to know what cultural dynamics are occurring in the organization to be able to articulate and communicate the issues to his supervisors. As he makes his case, he can ask himself questions like “What’s the big picture?” or “What’s possible here?” Build: Robert can continue to support Pattie by acting as a coach or mentor. But, in his role as coach or mentor, he must pay attention to the cultural elements such as her gender, age, legal experience, and seniority in the firm, even the organization’s culture. These cultural elements will likely impact the types of suggestions he has for her and the kind of support he can give her. Saylor URL: http://www.saylor.org/books Saylor.org 185
Contemplate: In this situation, because the organization is entrenched in very specific belief and value systems, Pattie may never get to be a partner. She will need to consider what keeps her motivated to be in the job and why she would want to work for the firm. She cannot allow the situation to lower her self-efficacy; rather, she must make the most of it given her situation. As she learns more about her values and goals (self-concept), she may find that she no longer wants to work in the firm. Do: Because Pattie cannot change the minds of her employers, the best she can do is to understand who she is in the situation and how she wants to manage it. She can make the situation worse by holding a negative attitude or she can choose to manage her emotions effectively until she decides what to do. Opening herself to other possibilities might seem challenging given her family situation; but as she adapts to the changes in her life, she will eventually transition into a better place. Saylor URL: http://www.saylor.org/books Saylor.org 186
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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
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This dimension also speaks to a cul
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[1] Hofstede (2001). [2] Hofstede (
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The findings of the GLOBE study ser
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Cultural Dimension High-Score Clust
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Desirable Leadership Attributes Und
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Chapter 3 Cultural Intelligence Def
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each play-by-play action in cultura
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Cultural intelligence is like tunin
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Figure 3.1 Cultural Intelligence Mo
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do we choose to adapt to our enviro
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skills can make it easier for them
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3.4 The Labyrinth of Cultural Intel
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3.5 Chapter Summary Cultural inte
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4.1 What is Cognition? Cognition is
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4.2 What is Metacognition? Metacogn
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willingness to continue. Critical t
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4.3 Techniques for Developing Strat
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asic information and Betty does not
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opportunity to reread the picture t
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Judger Learner How can I protect my
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Chapter 5 I Think I Can and I Will
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5.2 The Role of Self-Efficacy in Cu
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Jerry to use CI principles on a dai
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Build: Melissa can build her knowle
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deal with the ambiguities of cultur
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Two politicians from opposing parti
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5.5 Mindlessness and Self-Efficacy
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5.6 Developing Your Self-Efficacy T
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you have the abilities to master th
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ethics saying, “They’re so unre
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machine. You need to be very still
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in the situation, she can shift her
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or feeling. If you cannot forgive,
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Chapter 6 Adapting and Performing E
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Thus, cultural intelligence require
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ecomes anxious and uncomfortable. S
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neighbors; what used to be a quiet
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[3] This exercise was found by The
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Page 180 and 181: 7.8 Case Study 8: No Dogs Allowed A
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Page 198 and 199: Goldsmith, M. (2006). Leading new a
Page 200 and 201: Pink, D. H. (2006). A Whole New Min
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