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A new Member of the “Intelligence Family” —Cultural Intelligence (CQ) Hangzhou, Nov 28th 2010 Xixie Zhang
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Page 1: Cultural intelligence

A new Member of the “Intelligence Family”—Cultural Intelligence (CQ)

Hangzhou, Nov 28th 2010

Xixie Zhang

Page 2: Cultural intelligence

AgendaAgendaAgendaAgenda

1 Conceptualization of CQ 3

How is CQ developed? 4

What does CQ include? 6

What differentiate CQ? 10

2 Application of CQ 11

3 In Relation with IC 18

4 References 21

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AgendaAgendaAgendaAgenda

Conceptualization of CQ

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Building the Global Competence for Asian Leaders

How is CQ developed?How is CQ developed?How is CQ developed?How is CQ developed?

4

• Definition of general intelligence (Schmidt & Hunter, 2000)

• The ability to grasp and reason correctly with abstractions (concepts) and solve problems.

• Triarchic Theory of Intelligence (Sternberg, 2003) –Multidimensional perspective of intelligence

• Analytical intelligence

• Creative or synthetic intelligence

• Practical intelligence

• “Intelligence may be displayed in places other than classroom” (Sternberg & Detterman, 1986)

• Growing interest in “real-world” intelligence that focus on specific content domains

• Social intelligence (Thorndike & Stein, 1937)

• Emotional intelligence (Mayer & Salovey, 1993)

• Practical intelligence (Sternberg et al., 2000)

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Building the Global Competence for Asian Leaders 5

• Earley and Ang (2003) –Cultural Intelligence: Individual Interactions Across Cultures

• CQ—A person’s capability to adapt effectively to

new cultural contexts.

How is CQ developed?How is CQ developed?How is CQ developed?How is CQ developed?

• CQ as a Multidimensional Construct

• Four facets: metacognitive, cognitive, motivational, behavioral

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Building the Global Competence for Asian Leaders

What does CQ include?What does CQ include?What does CQ include?What does CQ include?--Four facets of CQ

6

• Metacognitive CQMetacognitive CQMetacognitive CQMetacognitive CQ—An individual’s level of conscious cultural awareness during cross-cultural interactions.

• People with strength in metacognitive CQ consciously question their own cultural assumptions, reflect during interactions, and adjust their cultural knowledge when interacting with those from other cultures.

• Example items:

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Building the Global Competence for Asian Leaders 7

What does CQ include?What does CQ include?What does CQ include?What does CQ include?--Four facets of CQ

• Cognitive CQCognitive CQCognitive CQCognitive CQ—An individual’s level of cultural knowledge or knowledge of the cultural environment.

• Cognitive CQ reflects knowledge of norms, practices, and conventions in different cultures that has been acquired from educational and personal experiences.

• Example items:

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Building the Global Competence for Asian Leaders

• Motivational CQMotivational CQMotivational CQMotivational CQ—The capability to direct attention and energy toward learning about the functioning in situations characterized by cultural differences.

• It’s a source of drive and triggers effort and energy directed toward functioning in novel cultural settings.

• Example items:

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What does CQ include?What does CQ include?What does CQ include?What does CQ include?--Four facets of CQ

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Building the Global Competence for Asian Leaders

• Behavioral CQBehavioral CQBehavioral CQBehavioral CQ– The capability to exhibit appropriate verbal and nonverbal actions when interacting with people from different cultures.

• Example items:

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What does CQ include?What does CQ include?What does CQ include?What does CQ include?--Four facets of CQ

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Building the Global Competence for Asian Leaders

What differentiate CQ?What differentiate CQ?What differentiate CQ?What differentiate CQ?--Distinctiveness of CQ

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• CQ as an individual difference: a specific, statelike, individual capability within the larger domain of individual differences.

• statelike: an individual’s malleable capability to deal effectively with people from other cultures.

• Significant correlations between some personality traits and CQ (Ang, Van Dyne, & Koh, 2006).

• Openness to experience related to all four facets of CQ.

• In relation to other intelligence constructs

• General cognitive ability is not specific to certain contexts.

• General intelligence doesn’t include behavioral or motivational aspects of intelligence.

• EQ is culture bound, CQ is culture free.

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Building the Global Competence for Asian Leaders

Application of CQ

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Building the Global Competence for Asian Leaders

Application of CQApplication of CQApplication of CQApplication of CQ

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• Those with high CQ will have more effective performance and adjustment in multicultural work groups, study-abroad programs, and expatriate assignments (Ang, & Van Dyne, 2009).

• Global employees who were more interested and motivated to explore and experience diverse cultures, and who were more self-confident in their abilities to adapt to new cultural environments adjusted better to work, life, and social demands in foreign assignments (Templer et al., 2006).

• Senior expatriate leaders with high CQ would be more effective in promoting and accomplishing innovations (Elenkov, & Manev, 2009).

• CQ enables a leader to achieve within a new and unfamiliar cultural environment a shared frame of understanding of social interactions and right behavioral responses (Earley & Ang, 2003).

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Building the Global Competence for Asian Leaders

• Global competence with specific reference to the ability to manage increasing cultural diversity is the precondition for effective global leadership (Manning, 2003).

• Cultural congruence between leader and follower is related to superiorsubordinate relationship, level of follower satisfaction, and work effectiveness. (Offermann & Phan, 2002).

• Global leadership should seek to optimize team performance in a way that harnesses the cultural diversity of their people from across the world (Tan, 2004). Janssens and Brett (2006) contended that the key lies in how team members integrate cultural difference into their team processes.

• Janssen and Brett (2006) contended that a culturally intelligent leader can employ leadership processes and cultural strategies that help the team to improve its collective information sharing and that enhance overall team metacognition.

Impact of CQ on Global leadershipImpact of CQ on Global leadershipImpact of CQ on Global leadershipImpact of CQ on Global leadership

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Building the Global Competence for Asian Leaders

• Includes CQ as a factor influencing the outcomes of leadership behaviors.

• However, this model does not attempt to show how CQ specifically relates to leadership processes or global leadership success. (Alon and Higgin, 2005)

Component of global business Component of global business Component of global business Component of global business leadership successleadership successleadership successleadership success————Model 1Model 1Model 1Model 1

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Building the Global Competence for Asian Leaders

• It emphasizes the process definition and dynamics of leadership (Dean B.P., 2007).

• CQ as a mediation between leadership processes and global leadership.

Impact of CQ on team leadership processesImpact of CQ on team leadership processesImpact of CQ on team leadership processesImpact of CQ on team leadership processes--Model 2--Model 2--Model 2--Model 2

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Building the Global Competence for Asian Leaders

• Reflects the dynamics of global leadership that adopts culturally intelligent leadership processes and cultural strategies in forming global teams and developing global teamwork.

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Impact of CQ on team leadership processesImpact of CQ on team leadership processesImpact of CQ on team leadership processesImpact of CQ on team leadership processes--Model 2--Model 2--Model 2--Model 2further explanation

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Building the Global Competence for Asian Leaders

• Aspects of CQ in organizations—important to achieve CQ

• suspending judgment until enough information about the other person becomes available

• paying attention to the situation

• cross-cultural training that increases isomorphic attributions, appropriate affect, and appropriate behaviors

• matching personal and organizationally attributes

• increasing the probability of appropriate organizational practices

CQ in organizationsCQ in organizationsCQ in organizationsCQ in organizations

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Building the Global Competence for Asian Leaders

In Relation with Intercultural Competence

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Building the Global Competence for Asian Leaders

Relationship between IC/IS & CQRelationship between IC/IS & CQRelationship between IC/IS & CQRelationship between IC/IS & CQ

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• Though constructs such as intercultural sensitivity, intercultural competence and cultural intelligence differ in definitions and assessments, they broadly fall under the domain of intercultural expertise development, and at the root of this development is the role of learning (Bhawuk, Sakuda, & Munusamy, 2008 ).

• (Ang et al., 2007) CQ has a unique explanatory power in predicting three aspects of intercultural effectiveness (CJDM, cultural adaptation and task performance, Schaffer et al., 2006).

• Most intercultural competencies scales mix ability and personality; CQ focuses on one’s capability.

• CQ is not specific to a particular culture, is rather cultural general; intercultural competence models focus on country specific knowledge or ability.

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Building the Global Competence for Asian Leaders

Related to our projectRelated to our projectRelated to our projectRelated to our project

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• In some degree, cultural intelligence is a latent variable of intercultural competence.

• CQ is analyzed from four perspectives of metacognitive, cognitive, motivation, and behavior. The study of intercultural competence can be based on this and then integrate the cultural factors, such as ethnocentrism or cultural distance, into it.

• Application of CQ in global leadership may help develop a better analysis of the impact of IS on global leadership.

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Building the Global Competence for Asian Leaders

ReferencesReferencesReferencesReferences

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• Alon, I., & Higgins, J.M. (2005). Global leadership success through emotional and cultural intelligences. Business Horizons, 48, 501-512.

• Ang, S., Van Dyne, L., & Koh, C. (2006). Personality correlates of the four-factor model of cultural intelligence. Group and Organization Management , 31, 100-123.

• Ang, S., Van Dyne, L. et al. (2007). Cultural intelligence: Its measurement and effects on cultural judgment and decision making, cultural adaptation and task performance. Management and Organization Review , 3: 3 335-371.

• Ang, S., & Van Dyne, L. (2009). Conceptualization of Cultural Intelligence: Definition, Distinctiveness, and Nomological Network. In S. Ang, & L. Van Dyne (Eds.), Handbook of cultural intelligence: theory, measurement, and application (pp 3-15). Armonk, NY: M.E. Sharp.

• Bhawuk, D.P.S., Sakuda, K.H., & Munusamy, V.P. (2009). Intercultural Competence Development and Triple-Loop Cultural Learning: Toward a theory of intercultural sensitivity. In S. Ang, & L. Van Dyne (Eds.), Handbook of cultural intelligence: theory, measurement, and application (pp 342-355). Armonk, NY: M.E. Sharp.

• Dean, B.P. (2007). Cultural intelligence in global leadership: A model for developing culturally and nationally diverse teams (Unpublished doctoral dissertation). Regent University, Virginia.

• Earley, P.C. & Ang, S. (2003). Cultural intelligence: individual interactions across cultures . Palo Alto, CA: Standford University Press.

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ReferencesReferencesReferencesReferences

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• Elenkov, D.S., & Manev, I.M. (2009). Senior expatriate leadership ’s effects on innovation and the role of cultural intelligence. Journal of World Business , 44, 357-369.

• Hampden-Turner, C., & Trompenaars, F. (2006). Cultural intelligence: Is such a capacity credible? Group and Organization Management , 31, 56-63.

• Janssens, M., & Brett, J.M. (2006). Cultural intelligence in global teams: A fusion model of collaboration. Group and Organization Management , 31, 124-153.

• Johnson, J.P., Lenartowicz, T., & Apud, S. (2006). Cross-cultural competence in international business: toward a definition and a model. Journal of International Business Studies, 37, 525-543.

• Paige, R.M. (2004). Instrumentation in intercultural training. In D. Landis, J.M. Bennett, & M.J. Bennett (Eds.), Handbook of intercultural training (3rd ed., pp 85-128). Thousand Oaks, CA: Sage.

• Templer, K.J., Tay, C., & Chandraserkar, N.A. (2006). Motivational cultural intelligence, realistic job preview, realistic living conditions preview, and cross-cultural adjustment. Group & Organization Management, 31, 154-173.

• Thomas, D.C. (2006). Domain and development of cultural intelligence: The importance of mindfulness. Group and Organization Management , 31, 78-99.

• Triandis H.C. (2006). Cultural intelligence in organizations. Group and Organization Management , 31, 20-26.

• 高中华, 李超平. (2009). 文化智力研究评述与展望 . 心理科学进展, 17, 180-188.

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Global Competence for Asian LeadersResearch Partners:Research Partners:Research Partners:Research Partners:

An applied research collaboration supported by the Human Capital Leadership

Institute (Singapore) with the objective to derive a model for Asian leaders, which

will lead to systematic global leadership development programs with Asian

characteristics.

Built on our previous researches on Chinese and Indonesian intercultural

sensitivity, we continue in this study by elaborating the cross-cultural experiences

of the Chinese, Indonesian and Singaporean international assignees and their

respective local co-workers in China and Indonesia. Intercultural sensitivity has

been widely accepted as one of the most significant element of global

competencies and one of the strongest predictor for global leaders and managers

accomplishments.

The principal investigators of the project are Dr. Hora Tjitra, Dr. Hana Panggabean,

and the research team of the the Zhejiang University (Hangzhou, China), Zhejiang

University of Technology (Hangzhou, China) and the Atma Jaya Indonesia Catholic

University (Jakarta, Indonesia).

Funding Partner:Funding Partner:Funding Partner:Funding Partner:

Zhejiang University

Chinawww.zju.edu.cn

Zhejiang University of Technology

Chinawww.zjut.edu.cn

Atma Jaya Catholic University

Indonesiawww.atmajaya.ac.id

Human Capital Leadership Institute

Singaporewww.smu.edu.sgHora TjitraHora TjitraHora TjitraHora Tjitra

Hana PanggabeanHana PanggabeanHana PanggabeanHana Panggabean

Juliana MurniatiJuliana MurniatiJuliana MurniatiJuliana Murniati

Quan HE Quan HE Quan HE Quan HE Jiewei ZHENG

Chaohui ZHANGTeng SHENTU Jia ZHOU

Xiaojuan WANG

Dan ZHAOXixie ZHANG

Sebastian Partogi Yuanbo LIU Tayyibah Mushtaq

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