Discuss how these how
features work together in conjunction with Authentic Leadership.
In today’s global
world where people often have to travel to a different country for work or they
have to work in teams where he finds himself among people from different
cultures, being culturally intelligent is absolutely essential. People from
different cultural backgrounds behave differently, culturally intelligent
managers need to know how to function in a culturally diverse situation.
In the past few weeks,
we have learned that cultural intelligence has the following components
and cognitive CQ
CQ, and behavioral CQ (Ng & Earley, 2006)
which goes hand in hand with CQ, has four components:
balanced processing, relational transparency, and an internalized moral/ethical
perspective. These can be broken down into cognitive, motivational, and active
processes and they can work together with cultural intelligence, allowing a
leader to attain a morally grounded cultural adaptation in any cultural
When we talk about the
metacognitive and cognitive CQ, we can see how self-awareness is a part of
these. With cognitive CQ, one acquires information about his or her
surroundings, about the differences. Metacognitive CQ is about how the person
processes the information. As part of cognitive CQ the person can notice the
difference in behavior, as part of metacognitive CQ, the person processes the
information or tries to understand it better. Being self-aware which is a
second cognitive component, allows leaders to move beyond their ego and
misconceptions about themselves (Kernis, 2003)
are about having motivation for the leaders to learn something, in this case being
culturally intelligent. In case of an authentic leader, the person usually
chooses what is ethically and morally right, since for an authentic leader
moral, values self-concept and self-worth are very important (Rest, Narvaez,
Bebeau, & Thoma, 1999, p. 101). So, the reason behind learning about other
cultures, developing cultural intelligence to deal with different people within
the team or outside team from different cultural background is simple for
authentic leaders. They want to do what is right, hence they learn to adapt.
are how the authentic leader behaves or adapt and learn to beave in the changed
environment. First, the leader recognizes the changed environment, then he
understands what needs to change and why. Since he or she is willing to adapt,
they change their behavior per the environment.
From the perspective
of a leader within your organization, focus on how each feature specifically
interacts with cultural intelligence and authentic leadership.
I have always worked for multinational
companies working in different geographies. Since I am from India, I understand
Indian people better than others. So, I will refer to Indian manager, what I
have noticed they do when they are here in the USA.
Indian society has a hierarchy and as a result, there is an expectation from
the leaders that they will not be questioned. But when they come over here,
they face a different reality, and to be honest, in past, I have noticed many
managers struggling to manage their teams, the simply could not grasp the
cultural change. Now I understand they were simply not culturally intelligent
and they could not adapt. They expected the employees to listen to them, work
extra-long hours or weekends, but when those things did not happen, I could see
the frustration in them. But this is mostly true for managers who did not
develop cultural intelligence, they did not adapt or change their behavior and
often failed as leaders.
In my current
organization, I see leaders who are from India but culturally intelligent. They
have adapted as per the culture over here. But I have a feeling, overall
organizational values, principle, culture play a big role in how individual
leaders would adapt. As a matter of fact, I think the organizational
policy plays an important role too, to make sure the employees are treated
fairly regardless of the leader is culturally intelligent or not.
Global leaders need to
be able to nimbly adapt to different situations, adjusting quickly. How
does having high cultural intelligence allow a leader to adapt to novel
In any large organization, there are people
working from a different cultural background. And in some multinational
organizations leaders often get opportunities in different geographies. So,
being in a leadership role it is eminent that the leader will be dealing with
people from different cultures. And it is essential for leaders to develop CQ.
Cultural intelligence is the ability to interact effectively with culturally
different people learn to behave appropriately and adapt in a new cultural
setting (Thomas, 2006, p. 80).
As I have already mentioned that I have seen leaders fail in their job who
could not adopt because they did not develop cultural intelligence. So, to be
successful as a leader, a leader needs to lead the team and to lead
effectively, the leader has to understand and motivate the team to accomplish
goals. So, be it understanding the team members or having self-efficacy or
adapting in new cultural setup, a leader must have high cultural intelligence.
Because no organization gives indefinite time to adapt, as every project comes
with a deadline and goals.
Ng, K. Y., & Earley, C. P. (2006). Culture +
intelligence: Old constructs, new frontiers. Group & Organization
Management, 31(1), 4-19.
Kernis, M. H. (2003). Toward a conceptualization of optimal
self-esteem. Psychological Inquiry, 14, 1-26.
Rest, J. R., Narvaez, D., Bebeau, M. J., & Thoma, S. J.
(1999). Postcoventional moral thinking: A neo-Kohlbergian approach. Mahwah, NJ:
Thomas, D. C. (2006). Domain and development of cultural
intelligence: The importance of mindfulness. Group & Organization
Management, 31(1), 78-99.