Analysis and Prepare Notes Essay Example

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There have been calls to apprehend clearly the cross-cultural leadership competencies, but this is deterred by the fact that there is inadequate academic research on leader cultural intelligence (CQ) (Groves & Feyerherm 2011, p. 536).Hitherto, there has been few empirical cases that directly relates the leader CQ to the performance leadership outcome in that it’s beyond the prevailing competitive leadership competencies(Groves & Feyerherm 2011 p. 536). A case study carried out showed that a leader CQ predetermined the perception of leadership and team achievements in a scenario where teams composed of heterogeneous ethnicity and nationality (Groves & Feyerherm, 2011 p. 536). The leader’s cultural intelligence that predetermines the leader and team performance are further said not to be affected by the leader intelligence and other leadership qualities.

Currently, leaders globally are facing challenges because their work teams have a different cultural composition, and also individual beliefs and values are changing that are dynamic. . This scenario demands for competent manager who have the potential to sail teams that have a diverse culture and individual values such as different ethnicity and nationality (Groves & Feyerherm 2011, p. 537). This has resulted led to the demand of global leaders with prerequisite qualities such asinter-cultural skills and leader CQ that facilitate the performance of work teams in a multi-cultural business setup(Groves & Feyerherm 2011, p. 537).

CQ Research Gaps

CQ is the ability to work in a diverse cultural setup. General capabilities like cognitive intelligence, social intelligence, and emotional intelligence that all presume being conversant with different culture does not apply in a scenario where individuals work with others from different backgrounds(Groves & Feyerherm 2011 p. 538). This led to the initiation of a CQ model that has different components. The first model component is Metacognitive that is said to be one’s cultural awareness in the course of interacting with other individuals from different cultures (Groves & Feyerherm 2011 p. 538). Cognitive CQ, otherwise referred as one’s cultural familiarity about the traditions, beliefs, in a totally different culture setup while motivational CQ is person’s ability to dedicate energy and attention to different cultures. Lastly is behavioral cultural intelligence and is the ability of one to show suitable or rather compatible verbal or rather nonverbal deeds when interrelating with individuals whose originate from a diverse culture (Groves & Feyerherm 2011, p. 549)

Metacognitive and behavioral, cultural intelligence predetermined the task performed in a varied culture setup while all the CQ dimensions elaborated on a positive, effect on task performance. Conclusively, the CQ works have led to the growing empirical studies that tend to determine the task performance in a diverse culture setup notwithstanding the unavailable theoretical papers and absolutely no empirical studies determining the relation between CQ and performance of leaders (Groves & Feyerherm 2011 p. 555).

Hypothesis Development

The interrelation between the leader CQ and performance outcomes through studies carried out previously affords the leaders with the ability to determine the different cultures available and the different leadership styles to be adopted by the prevailing situations (Groves & Feyerherm 2011 p. 550). Advanced CQ helps equip leaders to understand the different situations in a culturally diverse environment that helps solve problems like miscommunication and misunderstanding when dealing with partners and customers of a corporation, and this has led to failure in international joint ventures due to deadlocks in management and general governance (Groves & Feyerherm 2011 p. 554).CQ is said to be effective in cross-border leadership while leader EQ is effective in the general leadership of a corporation.

An empirical study of CQ and EQ carried out to determine the effective global leader; It is determined that the four components of CQ are a major contribution to creating transformational leadership that is a type of leadership with massive impact on the leadership effectiveness, group performance and follower attitude(Groves & Feyerherm 2011 p. 556). Both the empirical and theoretical studies carried out, both advocate for leader CQ, which is essential to be used only in heterogeneous cultures and organizations. This study further indicates that leader EQ should ascertain other exceptional variation in performance in comparison with other leadership proficiencies (Groves & Feyerherm 2011 p. 560).

In addition to forecasting the leader’s performance in a heterogeneous culture, theoretical and empirical research shows an association between the perception of followers and performance of the team (Groves & Feyerherm 2011 p. 560). Empirical research shows that managers or leaders who are successful have behaviors that go in line with the different cultures they find themselves operating with (Groves & Feyerherm 2011 p. 560). As such, every leader must possess the abilities to determine their nationality, culture, and ethnic divisions in any environment their work and also the individual work members.

Cultural intelligence and Leader Performance

Leaders with a high level of CQ are said to have a direct correlation with the leadership performance of a rich cultural work team as compared to a homogeneous culture. This outcome also explains that leaders CQ have a direct distinctive variance to performance in a diverse team without the impact of a leader EQ (Groves & Feyerherm 2011 p. 560).

Cultural intelligence and Team Performance

Leaders that possess higher CQ tend to facilitate attractive team performance on a diversified culture as compared to a team without culture diversity (Groves & Feyerherm 20115 p. 560). It further states that leaders CQ have exceptional variance on team performance without the impacts of EQ directly.

Implications for Cultural Intelligence Theory

The findings indicate that CQ is a leadership competency and also high CQ also enabled the leaders to understand better the culturally complex team they work with and eventually come up with prompt solutions to curb any deadlock (Groves & Feyerherm 2011 p. 560). This scenario has helped the leaders to have a deeper understanding of the team’s cultural background and also from an individual perspective to ascertain one’s values. All this help maintain a high degree of sensitivity to both verbal and nonverbal deeds that help leaders to respond to the different cues.

Presently organizations demand leaders that are capable of exhibiting a high level of competencies that will enable them to facilitate high performance in case of challenges that may lead to deadlocks in the operation of the organization that is mostly brought about by the cultural conflicts that are inevitable. This calls for cultural intelligence as a key competency in that facilitates leadership performance in the growing diverse environment (Groves & Feyerherm 2011 p. 560).

Reference List

Groves, S.. & Feyerher, E 2011, ‘Leader Cultural Intelligence in Context: Testing the Moderating Effects of Team Cultural Diversity on Leader and Team Performance,’ Group and Organization Journal, Vol 36, No. 5, pp. 535-566)