Leading with Cultural Intelligence, 2012a

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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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eventually contradicts their belief
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in intercultural interactions. It i
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Jose is from Costa Rica and Mary is
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6.3 Linguistic Relativity In The Sp
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I know how to use the Internet to f
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point my finger at him. I was just
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Page 154 and 155: 6.6 Changing Minds Through Storytel
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Page 160 and 161: 3. How would you describe Victor’
Page 162 and 163: 7.2 Case Study 2: Young, Confident,
Page 164 and 165: up such as Julia’s high expectati
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Page 168 and 169: 7.4 Case Study 4: A New Leadership
Page 170 and 171: efugee. As a leader practicing cult
Page 172 and 173: 1. How can Diane and her employees
Page 174 and 175: 7.6 Case Study 6: On Opposite Polit
Page 176 and 177: their judgments of other beliefs an
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Page 180 and 181: 7.8 Case Study 8: No Dogs Allowed A
Page 182 and 183: who they are based on their expecta
Page 184 and 185: CI Model in Action Acquire: It is
Page 186 and 187: Reflection Pattie works in a male-d
Page 188 and 189: Chapter 8 The Future of Cultural In
Page 190 and 191: 8.1 Reframing Leaders must be able
Page 192 and 193: 8.2 Adaptive Work It is clear that
Page 194 and 195: 8.4 Consciousness As we progress in
Page 196 and 197: Chapter 9 References Adams, M. G. (
Page 200 and 201: Pink, D. H. (2006). A Whole New Min
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