By David Livermore Ph.D., Soon Ang Ph.D., Linn Van Dyne Ph.D.
Why are a few leaders in a position to create belief and negotiate contracts with chinese language, Latin american citizens, and Germans all within the similar day, whereas others are slightly in a position to deal with the variety of their personal workplaces? the reply lies of their cultural intelligence, or CQ. full of sensible instruments, learn, and case stories, "Leading with Cultural Intelligence" breaks new floor, delivering present day international crew a selected, four-step version to turning into more proficient at handling throughout cultures. sensible and insightful, this critical consultant indicates leaders easy methods to attach throughout any cultural divide, together with nationwide, ethnic, and organizational cultures.
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Extra resources for Leading with Cultural Intelligence: The New Secret to Success
Understanding the sociological differences in cultural beliefs, values, and behaviors is essential, but it is incomplete apart from also exploring the psychological dynamics involved as one person interacts with another. • CQ emphasizes learned capabilities more than personality traits. , extroverts versus introverts) it can be paralyzing because personality is difficult to change. The emphasis of CQ, however, is on what any leader can do to enhance cultural intelligence through education, training, and experience.
That makes him the highest-ranking member of his family now that his father is dead. Moses is short and stocky, and he carries himself like a tribal chief. He consistently cautioned our team against working with Madison College. He was concerned about the integrity and ethics of the president of the school, Dr. Jones. This morning, Moses and I are visiting Dr. Harris, who is another key leader in Monrovia. Dr. Harris has done a lot of work with Dr. Jones and Madison College. Dr. Harris is a tall, stately looking man who remains behind his desk while we talk, sitting rigid and straight in a navy blue suit.
Theories, books, and training on diversity and on global leadership abound. Some include cultural sensitivity tests that are well known and widely used. A great deal of this material informs how we’ve conceptualized, researched, and applied CQ to the leadership context. However, there are a few important differences between CQ and other intercultural approaches. The distinctions are briefly noted here, several of which will resurface in the fuller description of cultural intelligence found in Chapter 2.
Leading with Cultural Intelligence: The New Secret to Success by David Livermore Ph.D., Soon Ang Ph.D., Linn Van Dyne Ph.D.