Cultural Intelligence

Topic: Developing Cultural Intelligence and Leadership
The presentation focuses on defining and explaining Cultural Intelligence (CQ) as a capability to work and relate successfully across cultures. Examples of CQ application in business and academia will be shared, along with empirical field results of Slovenian Cultural Intelligence research (focus group and youth testing). The researcher will outline four dimensions of CQ (metacognitive, cognitive, motivational and behavioral) and offers a range of strategies for measuring and advancing each skill set for leaders in organizations. Increasingly, organizational leaders understand that improving CQ competencies is the first step toward enhancing the quality of their work. Internal staff CQ testing and further assessment of results can help develop company-specific norms, strategies, and interventions based upon what the data reveals. Knowledge of staff CQ scores can help identify improvements for more effective operations.
Key words: Cultural Intelligence, cross-cultural leadership, Slovenia.

We enhance theoretical precision of cultural intelligence (CQ: capability to function effectively in culturally diverse settings) by developing and testing a model that posits differential relationships between the four CQ dimensions (metacognitive, cognitive, motivational, and behavioral) and three intercultural effectiveness outcomes (cultural judgment and decision making, cultural adaptation, and task performance in culturally diverse settings). Before testing the model, we describe development and cross-validation (N=1,360) of the multidimensional cultural intelligence scale (CQS) across samples, time, and country. We then describe three substantive studies (N=794) in field and educational development settings across two national contexts, U.S. and Singapore. Results demonstrate a consistent pattern of relationships where metacognitive CQ and cognitive CQ predicted cultural judgment and decision making; motivational CQ and behavioral CQ predicted cultural adaptation; and meta-co...

A globalizáció következményeként a vállalatok jelentős része határokon átívelő tevékenységet folytat és sok esetben a munkahelyi közösségek is különböző kulturális háttérrel rendelkező munkavállalókból szerveződnek. A szolgáltatások, áruk és munkaerő intenzív áramlása miatt egyúttal a kulturális különbségeinkből fakadó konfliktusok növekedésével is számolni kell. Ezek a feszültségek pedig negatívan befolyásolhatják az emberek és a szervezetek teljesítényét.

Napjainkban olyan vezetőkre van szükség, akik a szakmai tudáson túl, megfelelő érzelmi és kulturális képességekkel rendelkeznek, továbbá hatékonyan képesek reagálni az idegen munkakörnyezet kihívásaira. A globális menedzserek sokkal inkább az egész világ, mintsem egy adott ország perspektívájából szemlélik az üzleti élet döntéseit, emiatt megfelelő egyensúlyt kell találniuk a helyi és a globális környezet elvárásai között, amihez viszont a kiváló intellektus (IQ) és kimagasló érzelmi intelligencia (EQ) legtöbbször nem elég. A siker kulcsa a vezetők kulturális kompetenciájában rejlik, melynek egyik mérőeszköze a kulturális intelligencia (CQ). A magas kulturális intelligenciával rendelkező dolgozók hatékonyabban tudnak kulturálisan diverz csapatokkal dolgozni és sokkal eredményesebben működnek globális üzleti környezetben, ugyanis meglévő képességeiket megfelelően tudják kulturálisan eltérő kontextusban alkalmazni.

Jelen tanulmány összefoglaló képet ad a CQ koncepciójának elméleti hátteréről, bemutatja négy fő dimenzióját (magatartási, motivációs, kognitív és metakognitív). Ezen kívül feltárja a CQ komplex kapcsolatrendszerét más intelligenciatípusokkal (mint például IQ és EQ), különböző személyiségfaktorokkal, a teljesítményt erőteljesen befolyásoló interkulturális kompetenciákkal is. Bemutatásra kerülnek a CQ mérési lehetőségei, valamint az egyes dimenziókra ható fejlesztési lehetőségek is.

Having opened up to international markets, Slovak small and medium businesses are facing new challenges. To be successful in global environment, the businesses must be prepared to face situations characterized by cultural diversity. It has become absolutely inevitable for them to build up the cultural awareness and develop a certain level of intercultural competitiveness. The concept of cultural intelligence (CQ), which was created in in the USA in 2003, brings up new ways how to view and measure the quality of intercultural knowledge and skills of individuals by measuring the four components the CQ is based on: CQ strategy, CQ knowledge, CQ motivation and CQ behavior. Encompassing these four factors, the overall CQ values may help Slovak managers realize their best intercultural qualities and their deficiencies to be improved and further developed. The pilot phase of the research into CQ of Slovak managers has been carried out within the project VEGA 1/0781/11-Culturally Intelligent Organization as the Next Level of the Learning Organization in spring 2013 and will continue in the following months. The analysis has brought very interesting findings which we present in this paper together with the recommendations of application of CQ measuring scale into Slovak business culture.

La présente étude cherche à tester les effets de quatre facettes (métacognitive, cognitive, motivationnelle et comportementale) de l’intelligence culturelle sur la performance au travail en situation d’expatriation (relative à la tâche, à la démonstration de l’effort, au maintien de discipline, au leadership en équipe, à la communication et aux aspects administratifs et managériaux) médiatisés par l’ajustement culturel (global, interactionnel et au travail). Les données recueillies par le biais d’un questionnaire électronique administré auprès d’expatriés français (N = 201) sont analysées via SPSS 20.0 et Lisrel 8.80. Le test du modèle en variables latentes permet de nuancer l’importance de différentes facettes de l’intelligence culturelle pour la performance en expatriation. L’originalité de nos résultats consiste en deux aspects. Premièrement, les facettes motivationnelle et comportementale de l’intelligence culturelle s’avèrent les plus importantes pour la performance en expatriation, tandis que la facette métacognitive n’a pas d’effet sur celle-ci. Deuxièmement, la performance dans la tâche est moins bien expliquée par l’intelligence culturelle et par l’ajustement culturel comparée aux dimensions de la performance en expatriation en lien avec la gestion des relations au travail (e.g., performance dans la communication, relative au maintien de la discipline, etc.). Nous discutons de ces résultats et proposons de nouvelles perspectives de recherche.

Mots-clés : intelligence culturelle, ajustement culturel, performance au travail, expatriation.

Although the term situational judgment test (SJT) implies judging situations, existing SJTs focus more on judging the effectiveness of different response options (i.e., response judgment) and less on how people perceive and interpret situations (i.e., situational judgment). We expand the traditional SJT paradigm and propose that adding explicit assessments of situational judgment to SJTs will provide incremental information beyond that provided by response judgment. We test this hypothesis across 4 studies using intercultural multimedia SJTs. Study 1 uses verbal protocol analysis to discover the situational judgments people make when responding to SJT items. Study 2 shows situational judgment predicts time-lagged, peer-rated task performance and interpersonal citizenship among undergraduate seniors over and above response judgment and other established predictors. Study 3 shows providing situational judgment did not affect the predictive validity of response judgment. Study 4 replicates Study 2 in a working adult sample. We discuss implications for SJT theory as well as the practical implications of putting judging situations back into SJTs.

It is proposed that sustainable human development can occur only when there is a reasonable work-life balance for humans. Developmental work for humans is mostly achieved through high performing organizations, and the performance of organizations, in turn, depend on the commitment and engagement of their employees. While societies organize themselves though groups which come together to form an organization, the individual continues to play a key role in success of these organizations. This article explores the impact of an individual’s work-life balance on his/her role—related engagement, thereby contributing to the sustainable human development. Since culture drives behavior for all three, that is, the individual, the organizations, and the society, it is suggested that if we create a culture that supports work-life balance, it is likely to promote sustainable human development though higher role-related engagement of individuals. Further, it is suggested that cultural intelligence plays an important role in achieving both work-life balance and sustainable human development. (This is an accepted version of paper published in "Journal of Human Behavior in the Social Environment" online on 25/5/17 by by Taylor and Francis available at http://www.tandfonline.com/doi/full/10.1080/10911359.2017.1327391)

In the emerging markets, cross border management has become a big challenge among the organizations. Researchers have suggested that a high IQ and emotional intelligence may not be sufficient to successfully handle the global situations, interaction and complexity tasks for an organization due to diversity in cultures. As organizations rely on the emerging markets for revenue growth and expansion, they need to familiarize with different cultures and need to communicate well with other cultures. If these cultural differences are not well managed, misunderstanding and conflict may rise in the business across the world and organizations could be at risk if management fails to deal with the cultural difference. Fortunately, researchers have recognized that cultural intelligence is a critical factor to overcome the challenges of cultural differences. The realities of contemporary organizations demonstrated that cultural intelligence has vital implications for individuals and organizations in the globalization as cultural diversities require organizations to interact with people from a variety of backgrounds. When the cultural diversity is handled properly by incorporating cultural intelligence in the organizations, it will be a competitive advantage for the organizations. Organizations operating in the cross border business now need to incorporate cultural intelligence to overcome the challenges of cultural differences in the emerging markets.

Rapid globalization has led to richness in diversity of workforce in today's organization. Borderless economy has resulted in imparting international experience and exposure to the workforce further enabling them to handle international projects or assignments effectively. There is an essence of competent Leaders who can lead such diverse teams to drive the organization towards growth with varying environment. In this paper, an attempt has been made to develop a conceptual model based on the challenging issue of whether today's organization be called a culturally intelligent organization. This is done by building and integrating various constructs to study the relationship between Leader CQ, Team CQ and Organization CQ. This paper also gives an overview of the existing concepts related to it. The paper further discusses the variables and sub variables in detail which can provide a boost to the performance of managers as well as the teams in international arena.

An ideological texture analysis of Colossians 2 to address the question; how can modern Christians confront competing philosophical factions without oppressing or dominating other cultural groups? A refinement of polemics that relies on the skills of cultural agility and a respect for cultural diversity while standing fast in the Christian faith and confronting competing factions in a prayerful and loving manner. Paul's approach stands as a vital lesson to prevent modern Christians from retreating into moral relativism.

This article describes the development of a theory-based cross-cultural training intervention, named relational ideology training, and reports a field experiment testing its effectiveness in facilitating intercultural collaborations. The intervention was based on our Protestant relational ideology (PRI) theory and cross-cultural research derived from this theory. An experiment compared the effectiveness of this novel intervention with the well established cultural assimilator training. Results show that compared to cultural assimilator training, relational ideology training is more effective in improving managers' task performance and affective adjustment in cross-cultural ventures. Important practical and theoretical benefits can be gained from integrating theoretical advances in cultural psychology into cross-cultural training. We discuss the implications of RI training as an empirically validated intervention for Americans living locally yet working globally.

International conventions that criminalize wartime abuse of cultural property and bilateral treaties that target trafficking in antiquities reflect evolving consideration for looted art in foreign policy. Since the poignant plunder of Jewish collections by Nazi authorities, restitution of artworks has garnered political clout, and looting of developing nations during the Cold War era compounded the significance of cultural property in international affairs. In parallel, the increasing financial volume of the art market over the past half-century has attracted the attention of transnational organized crime and has implications for funding of terrorist groups. This paper examines how security-intelligence services of World War II and the Cold War controlled the looting and recovery of cultural property. Related activities in the post-Cold War period suggest that applications for foreign intelligence on looted art have expanded from diplomacy to security policy.

As the work environment is changing rapidly, organizations need more adaptable employees who can work creatively, learn new skills and adapt to diverse social contexts and novel environments. Individual differences such as prior experience and self-efficacy have been extensively examined as predictors of adaptive performance. In contrast, the role of cultural intelligence in promoting adaptive performance has been overlooked. The primary goal of this study was to examine cultural intelligence that may account for adaptive performance beyond prior experience and self-efficacy. Moreover, we examined the moderating role of self-efficacy in terms of the relationship between cultural intelligence and adaptive performance. We tested our hypothesis with multisource data in a sample of 132 military personnel assigned in a multinational military organization. Hierarchical regression analysis demonstrated that cultural intelligence, together with self-efficacy and prior experience, was important predictors of adaptive performance. Specifically, cultural intelligence explained additional variance in adaptive performance over and above that of prior experience and self-efficacy. These findings suggested the importance of cultural intelligence as a critical predictor of adaptive performance in multicultural contexts.

Emphasizing the importance of cross-border effectiveness in the contemporary globalized world, we propose that cultural intelligence—the leadership capability to manage effectively in culturally diverse settings—is a critical leadership competency for those with cross-border responsibilities. We tested this hypothesis with multisource data, including multiple intelligences, in a sample of 126 Swiss military officers with both domestic and cross-border leadership responsibilities. Results supported our predictions: (1) general intelligence predicted both domestic and cross-border leadership effectiveness; (2) emotional intelligence was a stronger predictor of domestic leadership effectiveness, and (3) cultural intelligence was a stronger predictor of cross-border leadership effectiveness. Overall,

The problem addressed through this qualitative case study was the result of multiple assertions claiming that emergency managers do not receive the cultural competency training or development needed to effectively perform their duties. Several industries including
universities, government agencies, and large corporations have embraced the theory of cultural intelligence (CQ) development for the improvement of staff cultural competence and have reported great success, hence providing the theoretical framework for this study. The purpose of this study was to collect and analyze the perceptions of emergency managers regarding the
applicability of CQ theory as it relates to their responsibilities and to explore the possibility of
using CQ theory elements to improve cultural awareness and sensitivity. The intention was to address the gap in research exploring CQ theory and its applicability to the training and development of emergency managers and possibly introduce a valuable new development tool.
Research question #1 was designed to establish a relationship, if any, between Emergency
Management (EM) functions and CQ elements. Research question #2 was designed to explore the application of CQ theory elements in relation to EM training and the improvement of cultural competence. As the Federal Emergency Management Agency (FEMA) determines the vast majority of training requirements and aspects for EM practitioners, a third research question was designed to demonstrate an alignment between CQ theory and FEMA’s primary objective of using a whole community approach to EM. This case study consisted of 10 volunteer participants from the Facebook group Advanced Academy. The 81 members of which are all seasoned emergency managers and graduates of FEMA’s EM training program. A survey
containing a CQ self-assessment and a series of open-ended questions, along with a 60-minute interview were administered to obtain the perspectives and perceptions of the participants.

Thematic analysis led to the development of 4 themes and 13 categories. The data analysis
clearly indicated positive results to all three research questions. The recommendation for future
study is to incorporate CQ theory in EM training materials for a pilot study to ascertain the
effectiveness in increasing cultural awareness and sensitivity.

In the background of immediate threats of terrorism and political violence, a non-physical, insidious threat to international security develops. Progressive abuses against cultural heritage support campaigns of terrorism while simultaneously undermining the political credibility of targeted nations. This paper emphasizes the need for art-centric intelligence to counter the political and financial benefits that terrorist groups gain from the erosion of cultural heritage. Primary types of erosion include wanton destruction of cultural property in campaigns of ethnic cleansing, looting of undocumented cultural artifacts, and collateral damage to historic buildings and religious monuments during military action against terrorist groups. While all types of destruction confer political clout on terrorist groups, wartime destruction and looting of cultural artifacts directly impact nations that combat terrorism. During armed conflict, invading nations incur political liability by negligently damaging cultural property. Similarly, so-called collecting nations incur political liability as private individuals encourage erosion of cultural heritage by creating a viable market for looted antiquities. Through an informal proposal for an art-intelligence program, this paper examines immediate political risks engendered by physical erosion of cultural heritage and speculates on evolving threats to international security as transnational terrorist groups capitalize on the intangible value of manipulating cultural identity.

The business world is increasingly faced with fierce competition at a global level thus Leaders with high cultural intelligence have become paramount for success. Leaders with higher Cultural Intelligence have the potential to map differences and align them with team outcomes that further can reduce the frictions at the workplace thus striving for creation of a collaborative environment. This paper attempts to examine the relationship between Leader CQ and Team Performance in context to innovation and conflict. It tries to throw light on how higher Leader CQ can minimize intra team conflicts as well as optimize creativity in a heterogeneous team. Data was gathered from 88 respondents comprising of middle level employees of IT industry located in Delhi NCR. Results indicate a statistically strong relationship between Cultural Intelligence and Innovation. Task conflict has a statistically significant but a negative relationship with Cultural Intelligence as per the correlation results. The outcome of the paper will benefit the academicians and the practitioners in leveraging from CQ thus increasing innovation and reducing intra- team conflicts at the workplace.

As a result of globalisation, a significant proportion of companies operate across borders and in many cases, work communities are also organised from workers with diverse cultural backgrounds. Due to the intensive flow of services, goods and labour, and cultural differences, conflicts can arise, and these tensions can negatively affect people and organisations' well-being and performance. Nowadays, cultural knowledge and intercultural competencies are more appreciated and highly requested by most employers. The younger generations (Generation Z and Millennials) were born into cultural diversity and have broad mobility possibilities to deepen their intercultural competencies, but the older generations in Hungary had more limited mobility opportunities. Cultural intelligence (CQ), which is the ability to adapt to different intercultural interactions effectively, can be developed effortlessly by spending extended periods abroad. High CQ results in better interpersonal relationships and work performance in culturally diverse environments. Cultural intelligence is a widely researched field within the managerial studies, but most studies focus on international students, young business students and sojourners. Thus, our primary goal was to explore not just the adolescents and young professionals, but the middle-aged and seniors as well. This quantitative study aimed to explore Hungarian generations' cultural intelligence and find possible connections between cultural intelligence and overseas exposure/mobility program participation. To answer our research questions, we analysed the total and dimensional CQ scores of 329 Hungarian respondents and compared the results based on participation in different mobility programs, length and frequency of cultural exposure.

В статье исследуется теория культурного интеллекта в ее применении при формировании умений будущего PR-специалиста ориентироваться в мультикультурном профессиональном мире. Анализируются результаты опроса студентов направления «Реклама и связи с общественностью» и студентов Северо-Восточного университета Щэньяна (Китай) по опроснику Эрли и Анга «Шкала культурного интеллекта». Проведенный анализ результатов опроса позволяет сделать вывод о социально-культурной потребности конструирования интегрированного социально-культурного ландшафта и «совместного интеллекта», основанного на изучении языка иной культуры. / The article investigates the theory of cultural intelligence in its application in the formation of the skills of the future PR-specialist to navigate in a multicultural professional world. The results of the survey of students of the direction "Advertising and public relations" and students of the North-Eastern University of Shenyang (China) on the questionnaire of Earley and Ang "Scale of cultural intelligence" are analyzed. The analysis of the survey results allows us to draw a conclusion about the socio-cultural needs of the construction of an integrated socio-cultural landscape and "shared intelligence" based on the study of another culture.

This study employed a Persian Cultural Intelligence Scale (CQS) and a disclosed Test of English as a Foreign Language (TOEFL) to explore the relationship between cultural intelligence (CQ) and English as a foreign language (EFL) proficiency. The administration of these two measures to one hundred forty five undergraduate university students majoring in various fields of knowledge in three Iranian universities showed that both the CQS and its Cognitive, Motivational, Behavioral, and Metacognitive factors are significantly but negatively related to the TOEFL and its structure subtest. However, when the EFL learners were divided into low, middle and high proficiency groups on the basis of their TOEFL scores, the scores of the middle proficiency group on the TOEFL and its structure subtest showed negatively significant correlations with the CQS and its Cognitive and Motivational factors indicating that only this group rate their own cultural intelligence higher in order to improve their low and developing EFL proficiency in general and its structure in particular. However, no significant relationships could be found between the reading subtest of the TOEFL and the CQS of low, middle (intermediate) and high proficiency groups. Neither did the four factors underlying the CQS correlate significantly with the reading subtest of the three groups. The implications are discussed and suggestions are made for future research.

The world’s economic power is shifting as globalization, influenced by economic growth, trade policy, and new trading relationships presses onward. Consequently, more efficient methods and outcomes are necessary.

This research examines the four dimensions of the Cultural Intelligence construct with actual intercultural business negotiation outcomes. Metacognitive CQ, cognitive CQ, motivational CQ and behavioral CQ sub-dimensions, and their relationships to negotiation outcomes are analyzed.

To test the hypotheses, a self-report survey of the results of actual international negotiation exchanges was administered to 102 experienced negotiators from the Taiwan External Trade Development Council. Results indicated that aggregate cultural intelligence predicts intercultural negotiation outcomes, intercultural negotiation satisfaction, and intercultural negotiation performance-satisfaction. Evidence also suggests that two sub-dimensions, motivational cultural intelligence and behavioral cultural intelligence predict inter-cultural negotiation performance-satisfaction.

Together, the findings suggest that the cultural intelligence scale can be relied upon to predict intercultural negotiation outcomes as well to select managers for improved negotiation performance.

Cultural intelligence (CI) has often been linked to performance at the individual, team, and fi rm levels as a key factor in international business success. Using a new measure of CI , the business cultural intelligence quotient (BCIQ), our study provides empirical evidence on several key antecedents of CI using data on business professionals across fi ve diverse countries and the United States). The fi ndings suggest that the most important factors leading to cultural intelligence , in order of importance, are the number of countries that business practitioners have lived in for more than six months, their level of education, and the number of languages spoken. We fi nd that cultural intelligence varies across countries, suggesting that some countries have a higher propensity for cross-cultural business interactions. By teasing out the common antecedents of BCIQ among professionals, our fi ndings may help with screening and training professionals for international assignments. Future research may examine the environmental (country-specifi c) factors associated with a FEATURE ARTICLE

Dealing with workplace diversity is the major challenge of global leaders. The objective of this study is to study the impact of cultural intelligence on global leadership effectiveness. In this conceptual study, we describe major advances and emerging patterns in the research domain of global leadership and impact of cultural intelligence on the effectiveness of global leaders in cross-cultural workplaces over the last several years. The finding of the study is that cultural intelligence is a prime factor in deciding the success of global leaders in cross-cultural workplaces.

Nowadays, companies and their employees have to face new challenges due to globalization and digitalization. Multicultural teams have to cooperate effectively at the physical workplace and in the virtual space as well. In 2020, due to the coronavirus pandemic, online solutions, remote work, and virtual teams became the new norm for many firms. Online communication can be very effective, but the lack of personal presence, cultural and language differences, nonverbal misinterpretations, preconceptions, and stereotypes can cause significant difficulties because the way we communicate, behave, and connect to others is determined by our cultural background. This study aims to explain the phenomenon of cultural differences, the process of acculturation, the importance of cultural sensitivity and cultural coping mechanisms, and describe its connection with the four-dimensional concept of cultural intelligence (CQ). BEVEZETÉS Napjainkban egyre nagyobb szerepet kapnak a kulturális különbségek miatti nehézségek az üzleti életben is. Az országhatárokon átívelő üzleti tevékenységet folytató multinacionális vállalatoknak nemcsak a fogyasztóik és felhasználóik kulturális hátterét kell figyelembe venni, hanem a dolgozóikét is. A digitalizáció terjedése és az egyéni digitális képességek fejlődése miatt [1] a munkavégzés egyre többször tevődik át az online térbe, ami egyszerűbbé teszi a munkatársak együttműködését nagy fizikai távolságok esetén is, de sok szempontból megnehezíti a kommunikációt, mivel elvész a legtöbb nonverbális jelzés, ami rengeteg félreértésre adhat okot [2]. A helyzetet nehezítik a munkavállalók kulturális hátteréből fakadó értékrendbeli eltérések (gondoljunk például arra, hogy a pontosságot az egyik kultúra nagyon fontosnak tartja, míg máshol nem helyeznek rá hangsúlyt). A kulturális eltérésekből fakadó félreértések és nehézségek megfelelő kezelése minden, a hatékonyságot szem előtt tartó vállalat elemi érdeke. A nemzetközi munkakörnyezetben dolgozók számára pedig a mindennapi jólléthez és hatékony munkavégzéshez elengedhetetlen a kulturális képességeik fejlesztése. Jelen tanulmány célja annak bemutatása, hogy miképpen nyilvánulnak meg a kulturális különbségek, mi jellemzi azt a folyamatot, melyen keresztül az egyén alkalmazkodni tud egy új kultúrához. Ezen túl bemutatásra kerül a kulturális intelligencia (CQ) koncepciója is, mely mind az alkalmazkodást, mind a beilleszkedést segíti munkahelyi környezetben is. A KULTURÁLIS KÜLÖNBSÉGEK A kultúra koncepciója nagyon általános, és az eltérő tudományágak szinte mindegyike eltérő módon magyarázza a fogalmat. Kulturális hátterünk automatikusan hat, anélkül, hogy tudatában lennénk, nem észleljük-de azt, ahogy látjuk a minket körülvevő világot, nagyban befolyásolja. Sok kutató azon a nézőponton osztozik, hogy a saját kultúránkat sem ismerhetjük meg tökéletesen, másokénak mélyreható ismerete pedig szinte lehetetlen. Hofstede korunk 1 Pásztor Judit, Pannon Egyetem, Menedzsment Intézet, Gazdálkodás-és Szervezéstudományok Doktori Iskola

The aim of cultural neuroscience is to detect and
explain the neurological underpinnings of cognitive
and behavioral differences across cultures. Studies in
cultural neuroscience are crucial for the education and
development of global leaders. They raise awareness
and appreciation of cultural differences in global leaders.
Effective global leaders also bridge cultural differences.
In this paper, we propose to extend cultural neuroscience
research into intercultural neuroscience of the
‘culturally intelligent’ brain. We define the intercultural
neuroscience of the culturally intelligent brain as the
intercultural neurological bases of the capability of an
individual to function effectively in multicultural contexts
(Earley & Ang, 2003). We review briefly the existing
research on cultural neuroscience and propose a critical
new research agenda in intercultural neuroscience.

Multiple intelligence theory presents an overlap of trait and behavioral theory in the discussion of leadership. Gardner pioneered the multiple intelligence theory, including linguistic intelligence, musical intelligence, logic-mathematical intelligence, spatial intelligence, bodily-kinesthetic intelligence, interpersonal intelligence, and intrapersonal intelligence. Although scholars have focused on the differing categories of intelligence, little work has been conducted on using the categories of intelligence in leadership. To address this gap in the literature, a qualitative instrumental case study was conducted to answer the following research question: How and why are leaders using multiple intelligences in leadership? Based on the literature, the categories of intelligence for the study included linguistic intelligence, logic-mathematical intelligence, emotional intelligence, knowledge intelligence, temporal intelligence, cultural intelligence, and spiritual intelligence. The sample included 3 highly influential leaders of megachurch and para-church ministries who influenced over 2,000 individuals utilizing purposeful sampling. Interviews included 1 for the leader, 1 for the follower, and 1 for the leader and follower. The literature determined the in-depth questions and follow-up questions, which explored the “how” and “why” behind respondent answers. To ensure validation and credibility, the analysis employed data saturation through triangulation. The study resulted in all 3 leaders using all 7 intelligences. Multiple coding in data analysis revealed 3 themes under “how” and 3 themes under “why” leaders utilized multiple intelligences in their leadership.

The purpose of this study is to examine the relation between big five personality traits and cultural intelligence factors. Data was collected from expatriates working in the USA. The results provided significant relations between specific personality traits and factors of cultural intelligence providing an empirical support to previous studies. Future research and limitations of the study are addressed.

Cultural intelligence (CQ) – the capability to function effectively in intercultural settings – has gained increasing attention from researchers and practitioners due to its contemporary relevance to globalization, international management, and workforce diversification. Research-to-date demonstrates that CQ predicts a variety of important outcomes in intercultural contexts, such as cultural adaptation, expatriate performance, global leadership, intercultural negotiation, and multicultural team processes. Moving beyond past research that tends to focus on the four primary factors of CQ – metacognitive CQ, cognitive CQ, motivational CQ, and behavioral CQ, we introduce an expanded conceptualization of CQ that delineates sub-dimensions for each of the four factors. We briefly review psychometric evidence supporting the proposed second order 11-factor structure and convergent ⁄ discriminant validity of the sub-dimensions. We propose that the next wave of CQ research should be guided by a deeper understanding of each of four factors of CQ.

'If you know the enemy and know yourself, you need not fear the result of a hundred battles'. The importance of thoroughly knowing and understanding the enemy on the battlefield can be summarized in this well-known and diachronic Sun Tzu's quotation. But what are the implications of this 'knowledge' in the contemporary operational theater? Besides the military and tactical capabilities, the significance of other individual key elements cannot be overlooked. One of the prominent elements that fall into this category is the familiarization with the enemy's cultural context. This hypothesis is even more vital when the potential enemy may be hidden among the civilians of a specific population which actually shapes the traditional pattern of insurgencies. The key aspects of cultural intelligence and the potential benefits that it offers during counterinsurgency operations will be examined in this essay. A complete image will be provided by studying in depth the parameters of US engagement in Iraq and Afghanistan from 2001 to date, regarding those particular difficulties that US forces faced as a consequence of the ignorance upon crucial parameters related to the insurgents' culture. Additionaly the possible fallacies deriving from generalizing and oversimplifying the principles of culture awareness are going to be equally stressed.

Historically, empires recruited scholars to capture artworks as a complement to military victory. Over the past century, cultural scholars have integrated fine art and antiquities into campaigns of conquest and assessed the political ramifications of damage to historic sites and religious monuments in military intervention. Consequently, historians, archaeologists, and legal scholars have advanced the role of cultural patrimony in international conflict from a rite of conquest to a means of combat. In World War II, art historians in the Nazi regime planned plunder of artworks and destruction of historic structures as a tactic for conquest. During the Cold War, archaeological discoveries in developing nations enabled looting of cultural artifacts, and subsequent legal studies on the transfer of cultural property developed the value of cultural patrimony in the covert battle for control of the Third World. In the post-Cold War as transnational organized crime and terrorism exploit antiquities trafficking and target cultural sites in acts of political violence, scholars in international relations consider culture in security theories. Across the three periods of international conflict, cultural scholars have actively developed the tactical value of cultural patrimony and played a role in transforming the perception of plunder in the context of military victory.

Cultural intelligence (CQ) is an important construct attracting growing attention in academic literature and describing cross-cultural competencies. To date, researchers have only partially tested the relationship between CQ and its dependent variables, such as performance. In this study the relationship between CQ and communication effectiveness and job satisfaction is measured in a sample of 225 Chinese managers working for foreign multinational enterprises in China. The results show that CQ plays an important role in reducing anxiety and influencing both communication effectiveness and job satisfaction positively. Another outcome is the unexpected influence of anxiety on job satisfaction but not on communication effectiveness. These findings contribute to the development of theory with regard to the CQ construct.

Cultural  Intelligence  helps business-people  everywhere  to  become  more  effective  in  making  decisions, communicating  and  negotiating  across  cultures,  leading  and  motivating  others  who are  culturally  different,  and  managing  their  careers.  Organisation’s need to focus on cultural  diversity  and  look  for  ways  to  become  totally  inclusive  organisation  as managing  diversity  is  the  key  component  of  effective  people  management,  which improves  workplace  productivity. Organisations  must  develop  a  new  breed  of  managers,  who  can  see  beyond  surface level  cultural

Il contributo affronta la questione della didattica della dimensione culturale di una lingua come quella inglese che in realtà veicola una realtà tutt’altro che uniforme e omogenea. Dopo una descrizione generale del rapporto tra lingua e cultura e l’introduzione e la definizione del concetto di intelligenza culturale, viene analizzato il valore educativo dell’insegnamento della cultura che sta alla base della lingua inglese sia come ENL sia come ESL, EFL e ELF. Nella parte finale del contributo vengono altresì fornite alcune considerazioni metdologiche derivanti dall’adozione del concetto di intelligenza culturale.

Terörizm, geçmişten günümüze birçok ülke için önemli bir güvenlik sorunu haline gelmiştir. Çeşitli motivasyonlara sahip terörist gruplar, devletlerin çıkarlarını olumsuz etkileyen saldırılar gerçekleştirmiş, bu saldırılar binlerce insanın ölümüne neden olmuştur. Bu nedenle terörist saldırıların önlenmesi; önlenememesi durumunda etkisinin azaltılması için aktif, doğru ve eş zamanlı bir istihbarata ihtiyaç duyulmaktadır. Bununla birlikte mücadelenin önemli bir aktörü olan halkın kültürel hassasiyetine ilişkin farkındalık, terörizme sağlanan desteğin önlenmesi adına ayrı bir önem taşımaktadır. Bu çalışmada kültürel farkındalığın sağlanması için ihtiyaç duyulan kültürel istihbarat kavramı tartışılmıştır.

Çalışmanın amacı, her terör olayında veya her başarısız harekâtta, üzerinde yoğun tartışmaların yaşandığı “istihbarat” kavramını kültürel faktörler ışığında incelemek ve kültürel istihbaratın terörizmle mücadelede ne denli etkili olduğunu vurgulamaktır. Çalışmada öncelikli olarak, terör, terörizmle mücadele, istihbarat ve kültür kavramları irdelenmiş, klasik istihbarat yaklaşımından yola çıkarak tanımlanan kültürel istihbaratın terörizmle mücadeledeki rolü tartışılmıştır. Sonuç bölümünde ise kültürel istihbarat sayesinde elde edilecek kazanımlara ilişkin bir model önerisi ortaya konulmuştur.

Terrorism has become a major security problem for many countries over the time. Terrorist groups, having many different motives, have caused the death of thousands of people by performing attacks that affect the interests of the countries.Therefore, active, timely and correctly gathered intelligence is needed to prevent or at least minimize the impact of terrorist attacks. On the other hand, being aware of the cultural sensitivities play a key role in preventing the support given to terrorism. In this study, cultural intelligence, which is needed to provide a cultural awareness is discussed. The purpose of this study is to examine intelligence, which is argued after every terrorist event or every unsuccessful operation against terrorism, in terms of cultural
factors and stress the role of cultural intelligence in defence against terrorism. Firstly, the ideas of terror, defence against terrorism, intelligence and culture are defined. Secondly, the role of cultural intelligence indefence against terrorism is argued. Finally, a model about the gains related to cultural intelligence has been proposed.

The tightening interrelation of cultural property and international security—cultural security—creates a need for the collection and analysis of specialized intelligence. “Cultural intelligence” enables assessments of the tactical and strategic significance of antiquities, fine art, and cultural heritage sites to national and regional security. This paper defines a framework for the collection of cultural intelligence as a fundamental asset in countering threats to cultural security. Looting of antiquities as a tactic in campaigns of cultural cleansing, trafficking in antiquities as a source of funding for insurgents, and targeting of historic structures and religious monuments in political violence represent distinct threats to regional security. A critical initial step in countering the threats includes marshalling appropriate sources of information. Publications that report on the art market and cultural property globally and players in the antiquities trade offer opportunities as sources of cultural intelligence. Ultimately, the development of tactical and strategic cultural intelligence can reveal trafficking networks and assess risks to cultural heritage sites. As a starting point, this paper indentifies viable sources of cultural intelligence. Conflicts in Afghanistan (2001) and Iraq (2003) provide examples in retrospect, while volatility in Mali presents an opportunity in the context of an emerging security risk. In conclusion, the paper speculates on the applications of cultural intelligence in regional security.

A modern corporation can hardly do without effective leadership and management in a global competition. Cultural intelligence (CQ) as a new phenomenon represents a great potential for a learning organization, and a great further step in the company's development. Corporate leaders who are capable of understanding a multicultural environment are able to function in it and perform their managerial skills effectively, are a valuable asset for an organization and should be viewed as a competitive advantage of the particular company. However, training managers in intercultural awareness as well as building their intercultural competence is not necessarily a priority for small and medium enterprises in Slovakia. This paper analyzes the situation in building intercultural awareness of managers and employees of Slovak SMEs and suggests that enhancing the cultural intelligence of leaders and management and building awareness in the field of knowledge management, provides a platform for further development of a learning organization.

Cross-cultural adjustment is a challenge faced by sojourner groups around the world. Although associations between the Big Five personality traits and cross-cultural adjustment are well established, less is known about the six-factor HEXACO model of personality and adjustment. Moreover, recent research has considered whether individual differences in cultural intelligence (CQ) might supplant personality traits for predicting adjustment. The present study examined the HEXACO personality traits and four facets of CQ as predictors of cross-cultural adjustment for a sample of 355 international students attending university in the United States. A series of hierarchical regression analyses revealed that several facets of CQ predicted incremental variance in students' cross-cultural adjustment over and above the HEXACO traits across all dimensions of adjustment. Conversely, several HEXACO traits predicted incremental variance in students' interaction and school-related adjustment over and above CQ. Cognitive CQ and motivational CQ demonstrated consistent criterion-related validities for predicting all facets of adjustment. Additionally, Extraversion was related to interaction adjustment, and Conscientiousness was related to school-related adjustment over and above students' standing on the facets of CQ. Rather than considering cultural intelligence and personality traits as in conflict, researchers should consider these characteristics as complementary yet distinct predictors of cross-cultural adjustment.

The present article reports the results of two studies designed to evaluate the psychometric properties of the cultural intelligence (CI) scale in the Turkish context. The proposed four-factor (cognitive, metacognitive, motivational, and behavioral) structure of CI was confirmed by confirmatory factor analysis. The results supported the discriminant validity of the four-factor model of the CI scale in relation to the Big Five personality factors and the emotional intelligence factors. Furthermore, CI explained additional variance in intercultural task performance over and above that explained by demographic characteristics and emotional intelligence. With regard to internal consistency and testretest reliability, the CI scale showed acceptable results and was in concordance with the prior studies. Taken together, these findings suggest that the Turkish version of CI scale is a reliable and valid measure that can be used to measure individual's intercultural capabilities.