MGE Papers

The introduction to this Unit points out that technological and globalization have taken our interdependence with our work colleagues outside the office. We are now connected in so many ways, to so many people, from so many walks of life. Such, often unintentional, interconnectedness changes the rules about how we need to think about the world and how we need to interact with the people we meet in it. Cultural intelligence can help us negotiate this new world, help us engage people, “create systems of inclusion” (Saylor, 2012, p.188), and thereby be more included ourselves. The four areas in which cultural intelligence will significantly improve our understanding of culture and intercultural work are; reframing, adaptive work, systems thinking, and consciousness. (Saylor, 2012, p.187) Cultural intelligence is our ability to successfully adapt to unfamiliar cultural settings. (Saylor, 2012, p.68) Reframing, adaptive work, systems thinking, and consciousness are all part of our cult

 According to Cultural Intelligence for Leaders (2012), the four areas of cultural intelligence are Reframing, Adaptive Work, Interdependency, And Consciousness. These areas of cultural intelligence will enable leaders to comprehend the intricacies of culture and intercultural challenges. Reframing: This is the ability to change one’s perspective of a culture, be open-minded and receptive. Reframing as an area of cultural intelligence equip leaders with the ability to accommodate and adjust to other cultures and intercultural situations. Leaders are able to have a mind shift which takes them from “mindlessness” to “mindfulness”. Leaders realize their past cultural mistakes that impacted their leadership style negatively and are able to make better choices. It is important for global leaders to reframe their thinking in other to succeed as this will aid efficient interactions between people and create lasting intercultural relationships (cultural Intelligence for leaders, 2012).  A

The four areas of cultural intelligence mentioned by Cultural Intelligence for Leaders (2012) are: reframing, adaptive work, systems thinking, and consciousness. Reframing helps a leader in intercultural efforts by promoting the adoption of multiple perspectives that results in increased mindfulness and decreased mindlessness. Of the many questions leaders should be asking the one that I find the most useful is: “what can I (we) learn from this relationship, and how can the learning move us toward our vision?” (Cultural Intelligence for Leaders, 2012, p. 188). Adaptive work helps a leader in intercultural efforts by calling for identifying and reducing differences in values, beliefs, and behaviors within a group. By asking how our values impact interactions within the group, we can interpret feedbacks and challenge our behavioral portfolio to meet new contexts. Systems thinking/Interdependency helps a leader in intercultural efforts by asking to clarify the individual passions a

          Cultural intelligence improves leadership in a culturally diverse workplace through four areas which are, reframing, adaptive work, systems thinking and consciousness (Cultural Intelligence for Leaders, 2012). Reframing refers to changing perspective to accept more than one thought process and mindfully transforming old, negative thought patterns to ideas that positively improve cultural understanding, as described by Cultural Intelligence for Leaders (2012). They indicate that adaptive work requires actively changing values, beliefs, or behavior and integrating values of individuals in an organization. Interdependency is the integration of individuals in a system. Understanding oneself, and the cultural diversity of others in the group, helps a leader employ resources to motivate people in the organization to understand, explore, and incorporate intercultural differences. Cognition that emotional, physical, mental, social, and spiritual aspects create a whole person and, th

According to Cultural Intelligence for Leaders (2012): Reframing allows leaders to move from mindlessness to mindfulness by helping them shift their perspective; it thereby enables them to identify old thought patterns that lead to destructive and negative behaviors, which, in turn, impact and influence their leadership in cross cultural settings (p. 188); Adaptive work, through the assessment of reality and clarification of values, enables leaders to change their values, beliefs, or behavior in accordance with the circumstances that they encounter and move through conflicting values held by different groups (p. 190); Interdependency in cultural intelligence provides leaders with the skill set to see the connections and relationships between, among, and within systems - cultural, political, legal, social, economic, familial, and so on - and the ability to live effectively with one another by analyzing the systemic patterns and understanding the forces that drive the system (p. 191);

            While interacting with employees of different cultures, leaders must reframe their thinking to be critical of who they value and ask to be part of the conversation and how they engage them. (cultural intelligence for leaders, 2012).             According to Cultural intelligence for leaders(2012), reframing one’s thinking helps create a long-lasting relationship, relationships have the power to build trust and unity, therefore, it requires a shift from using the relation to achieve one’s or organizational goals to putting interest in learning from the relationship and the learning should be the one to move the organization/ individual to the desired vision,              Cultural intelligence forces leaders to be more adaptive to their surroundings (cultural intelligence for leaders, 2012), this means a culturally intelligent leader will have to change in his values, beliefs, and or behavior (adapting work), a leader in a foreign cultural context will have to lead thro

The four areas are: reframing, adaptive work, systems thinking, and consciousness Reframing refers to a leader’s ability to understand the cultural context and attempt to reframe her thinking to allow for considerations of different perspectives that go beyond her initial impressions, which are inherently conditioned by her own cultural elements. The concept involves trying to move outside of our space of mindfulness and try to occupy different mindfulness that is outside of our original perspective. Leaders who are increasingly confronted with diverse contexts where many cultures intersect must use reframing as an approach to question their perspective, identify its shortcomings and embrace different perspectives to fully understand the nature of the cultural challenges she is facing. Reframing is full-time occupation given that it involves learning continuously about other perspectives in a meaningful way, but if the proper relationships are cultivated the leader will find useful

         Cultural Intelligence is a framework that improves our ability to understand and deal with different culture by adopting and incorporating new behaviors (Cultural Intelligence for Leaders, 2012). The four areas of cultural intelligence are Cognition, Metacognition, Motivation, and Behavior. Their application in any situation, bridges the gap between cultural settings and unfamiliar culture, leading to a leader’s better understanding of the workings of the culture in other to adjust and adapt his behaviors.           Acquire which refers to cognition, pay attention to the cultural systems by identifying the cultural elements and understanding their relations, such as; channels of communication and their impact on behaviors and attitudes (Cultural Intelligence for Leaders, 2012).           Build our strategic thinking, which correlates to metacognition, analyses the data collected on the culture to detect patterns or causes to understand behaviors and attitude (Cultural I

People seek out a stamp, certificate of authenticity, or at least one of the advertisement words: “genuine”, “original”, “pure” “quality”, or “authentic” when buying a product (Beattie, 2014). They want the same qualities in companies and people they work with. It would be so much easier if leaders’ foreheads were just stamped, “authentic”.  Earning such a certification would mean leaders are cognizant about their morals and values, standing by them, even under adversity (Bishop, 2013). Cultural intelligence (CQ), combined with the self-efficacy of authentic leadership, fosters a personal identification that gives employees confidence, which positively impacts an organization’s identity (Fallatah, Laschinger, and Read, 2017).  Cultural intelligence is the mechanism by which the integrity of authentic leadership serves to accept differences and integrate personal cultural beliefs with unfamiliar cultural attributes.  CQ components influence leadership style and direction, accordin

Leadership is both a process, whereby an individual influences others, and a behavior, whereby an individual guides others activities and effort. (Bishop, 2013) Authenticity connotes genuineness, realness, legitimacy, a sense of truth. In terms of leaders, authenticity implies self-awareness and acting in accordance with your inner beliefs, thoughts and feelings. “Therefore, being an authentic leader is …… little more than being true to oneself or being who you profess to be.” (Bishop, 2013, p.3) Authentic leadership conveys to the follower that the leader is the real thing as compared to others. (Bishop, 2013, p.2) Cultural intelligence is our ability to successfully adapt to unfamiliar cultural settings, our ability to cope with culturally unfamiliar situations, being skilled in understanding any culture. (Saylor, 2012) Cultural intelligence is an outsider’s seemingly natural ability to interpret someone’s unfamiliar and ambiguous gestures the way that person’s compatriots would.

          Because managers are always saddled with the responsibility of how their employees perform in the workplace, it then becomes an enormous task for them to balance the organizational goals using whatever resources at their disposal (Barrass, 2014). In doing this, they would have to manage both their own duties and personal targets, as well as those of their employees, which sometimes might be different from theirs and could create situations that might affect their relationship with their subordinates (Barrass, 2014). In other words, the cultural intelligent features work together by making sure that for an authentic leader to create the enabling working environment, he must exhibit leadership acumen that will bring their employees together under one goal.  What this means is that the cultural intelligence feature helps leaders to develop a trustworthy relationship among his staff, between their colleagues and the firm (Barrass, 2014).           I wish to state here that be