Leading with Cultural Intelligence, 2012a

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When everyone is held accountable for their choices and behaviors in an intercultural workplace, there is a higher level of respect and trust among workers. Everyone is encouraged to perform his or her best and to hold themselves to the highest standards in working with each other. Intercultural conflicts still occur, but the responses to these conflicts from individuals are different. Lee Bolman and Terrence Deal [13] wrote that organizations are a coalition of individuals and groups with different interests, preferences, and beliefs. The differences among individuals and groups can change, but this usually occurs very slowly. Leaders must be able to identify mutual interests, values, and beliefs in order to create a culture of mutual interdependence. Because conflict is unavoidable, and often necessary, it is best for leaders to create a picture of mutual dependence that is both beneficial and progressive for employees. Leadership matters even more when cultures are intertwined in the workplace. Leadership and culture are like two pieces of rope. On their own, they can be used to bundle objects, connect one thing to another, and even support weight. When threaded and intertwined, they do all of these things but are much stronger and have less chances of being snapped. A rope is firm and strong yet flexible and pliable. Because change is constant, leaders can use their cultural intelligence to steer organizations, and those they lead, toward finding innovative strategies and solutions to intercultural issues. Like an anthropologist, culturally intelligent leaders explore, discover, and find cultural artifacts in their business environment that are both barriers to, and promoters of, growth. A culturally intelligent leader will accomplish this from an “outsider” perspective while keeping his or her “insider” perspective in line. Ronald Heifetz [14] says that one should take a leap to get a balcony perspective when one has been on the dance floor too long; this enables one to see a bigger picture of what is really going on in the intercultural business workplace. Reminding yourself that what you see is only one perspective of a bigger picture can help you to pay attention to what you did not notice or what you cannot see. Cultural intelligence requires leaders to take a critical role in guiding different values in order to bring them into alignment with the business. However, leaders need not do this alone; in fact, they should invite and encourage members to assist in addressing diversity and then challenge them to be culturally intelligent as well. Saylor URL: http://www.saylor.org/books Saylor.org 27
[1] Koopman, Hartog, & Konrad (1999). [2] Goldsmith, Greenberg, Robertson, & Hu-Chan (2003). [3] Bennis (1985), p. 3. [4] Goldsmith et al. (2003), p. 7. [5] Derr, Roussillon, & Bournois (2002), p. 298. [6] Northouse (2007), pp. 15–108. [7] Mutabazi (2002), p. 204. [8] Schein (2006), p. 259. [9] Kennedy (2008), pp. 35–40. [10] Human resource management guide (n.d.). [11] Lencioni (2002). [12] Kennedy (2008). [13] Bolman & Deal (2008). [14] Heifetz (1994). Saylor URL: http://www.saylor.org/books Saylor.org 28
Page 2 and 3: This text was adapted by The Saylor
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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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suspicious of the company. Whereas,
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Time is an important value dimensio
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6.5 Changing Behaviors, Changing Mi
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6.6 Changing Minds Through Storytel
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3. Think of one common story that h
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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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