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What is CQ?

 As we learned this week, authentic leadership rests on similar dimensions as cultural intelligence. They share cognitive, motivational and behavioral components (Vogelgesang Lester, Clapp-Smith, & Palmer, 2009). These components work together in conjunction with Authentic Leadership as they “emphasize the importance of consistency in a leader’s words, actions, and values” (Yukl, 2013, p. 351).

An example of the interaction between the metacognitive and cognitive feature of CQ and the balanced processing of Authentic Leadership in my organization is in the fact that the Regional Sales Managers include Sales Reps in the critical decisions in budget allocation for clients, rather than autonomously making the decision. Doing so, managers demonstrate to be aware of their biases.

An example of the interaction between the motivational feature of CQ and the moral perspective of Authentic Leadership in my organization can be represented by strong adherence of the leadership to the Mission values and compliance with ethical conduct. This attention becomes a call for ethical decision making, and for doing business right, which becomes a motivator.

An example of the interaction between the behavioral feature of CQ and the relational transparency of Authentic Leadership, in my organization is visible in the physical presence of Regional Managers and Business Unit Managers at all congresses and events. They don’t just send their reports there, but they also actively participate to physically demonstrate their personal involvement and effort during the event.

High cultural intelligence CQ allows a leader to adapt to novel situations by having the tools to deal with any culture, rather than with a specific culture, through knowledge or familiarity. High CQ also makes a leader more willing to question his readiness to deal with a new cultural environment and seek information or support about it. A leader with high CQ will enhance his chances of success in the novel environment and it will be more likely that he/she will be given additional assignments and responsibilities across different geographies.



References

Vogelgesang Lester, G., Clapp-Smith, R., & Palmer, N. (2009). The role of Authentic Leadership and cultural intelligence in cross-cultural contexts: An objectivist perspective. International Journal of Leadership Studies, 5(2), 102.

Yukl, G. A. (2013). Leadership in Organizations (8th ed). Boston: Pearson.

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