Cultural Intelligence - Analysis of the significance, success factors and recommendations for action for modern, global Managers E-Book

Dr. Maged Hassanien

• Herausgeber: epubli
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 62

Veröffentlichungsjahr: 2024

Beschreibung

The importance of cultures and cultural diversity remains undisputed, even in an increasingly interconnected and globalised world. The concept of cultural intelligence is becoming increasingly important in this context. Cultural intelligence is not only a key to promoting understanding and tolerance between people of different origins, but also a key to contemporary leadership behaviour and success in a globalised business world.1 The need for cultural intelligence extends to various areas of life, including work, education, health and interpersonal relationships. At a time when multicultural teams, international business relationships and migration are on the rise, the ability to understand and deal constructively with cultural differences is crucial.2 Against this background, the importance of cultural intelligence is examined. The aim is to discuss the reasons why cultural intelligence is so relevant in the modern world and especially in the context of leadership. It also examines success factors and strategies that enable managers and professionals to develop cultural intelligence and use it successfully both professionally and personally. The dimensions of cultural intelligence will be explored in more depth and the benefits associated with a culturally sensitive approach to leadership and collaboration will be emphasised.

Leseprobe

CULTURAL

Intelligence

Analysis of the significance, success factors

and recommendations for action for modern,

global

Managers

Expose

Cultural intelligence - what is it? - What does this intelligence mean for leadership? - Who needs to possess this intelligence? - Is this topic just a fashion trend or is there much more to it? - This is exactly what this work aims to investigate - because it is precisely multi-cultural relationships that require this cultural intelligence in managers - modern managers have to deal increasingly and permanently with global media, information and business partners, so that they have to be intercultural and multicultural.

can act quickly.

Dr Maged Hassanien

Table of contents

1

Scientific essay

Dr Maged Hassanien

Cultural intelligence - analysing the importance, success factors andrecommendations for action for modern, global managers

Table of contents

2

Table of contents

Table of contents................................................................................................................2

List of illustrations .............................................................................................................3

1

Introduction................................................................................................................4

2

Problems and research investigation..........................................................................5

3

Methodological approach and structure.....................................................................7

4

Theoretical principles ................................................................................................8

4.1

Cultural intelligence - General explanations .....................................................8

4.2

Cultural intelligence - meaning .........................................................................8

4.3

Cultural intelligence - a definition.....................................................................9

4.4

Cultural intelligence - 3 pillars ........................................................................12

4.5

Cultural intelligence - components of CQ improvement.................................14

4.5.1

Cultural intelligence - Motivation............................................................14

4.5.2

Cultural intelligence - cognitive knowledge dimension ..........................14

4.5.3

Cultural intelligence - Metacognitive cultural intelligence .....................15

4.5.4

Cultural intelligence - Behavioural intelligence ......................................16

4.6

Cultural intelligence - derived dimensions ......................................................17

4.7

Leadership approaches - global, modern, digital and future-orientated ..........19

4.8

Connection - cultural intelligence and modern leadership approaches............25

5

Cultural intelligence - success factors......................................................................27

6

Cultural intelligence - recommendations for action to integrate and implement this

competence (among managers) .......................................................................................

30

7

Conclusion and outlook ...........................................................................................33

Bibliography ....................................................................................................................36

List of illustrations

3

List of il ustrations

Figure 1: Cultural intelligence - built on 3 pillars ...........................................................12

Introducti

4

on

Introduction

The importance of cultures and cultural diversity remains undisputed, even in an increasingly interconnected and globalised world. The concept of cultural intelligence is becoming increasingly important in this context. Cultural intelligence is not only a key to promoting understanding and tolerance between people of different origins, but also a key to contemporary leadership behaviour and success in a globalised business world. 1

The need for cultural intelligence extends to various areas of life, including work, education, health and interpersonal relationships. At a time when multicultural teams, international business relationships and migration are on the rise, the ability to understand and deal constructively with cultural differences is crucial.2

Against this background, the importance of cultural intelligence is examined. The aim is to discuss the reasons why cultural intelligence is so relevant in the modern world and especially in the context of leadership. It also examines success factors and strategies that enable managers and professionals to develop cultural intelligence and use it successfully both professionally and personally. The dimensions of cultural intelligence will be explored in more depth and the benefits associated with a culturally sensitive approach to leadership and collaboration will be emphasised.

1 See Anderson 2016, pp. 23-31.

2 Cf. Andresen / Biermann 2013, p. 533-557.

Problems and research investigation

5

1 Problems and research investigation

The problems associated with cultural intelligence and a modern, global understanding of leadership are complex and can arise in different contexts. Some of the most important problems and challenges in this context are3

1. Cultural misunderstandings: Cultural differences can lead to misunderstandings and communication problems in multicultural environments. Conflicts, misinterpretations and ineffective collaboration can be the result.

2. Prejudices and stereotypes: Behaviour and decision-making can be influenced by prejudices and stereotypes. Managers need to be aware of their own prejudices and develop strategies to overcome them.

3. Resistance to change: Introducing cultural intelligence and culturally sensitive practices into existing organisations can meet with resistance. In order to promote acceptance, employees and managers need to be convinced and trained.

4. Relevance for different sectors: Cultural intelligence can be of varying importance in different sectors. Some organisations or sectors are more affected by global or multicultural aspects than others.

5. Time and resources required: Developing cultural intelligence requires time and resources, both for individual training and for organisational adjustments. This can mean a financial outlay.

6. Cultural sensitivities: In some cases, efforts to be culturally sensitive can be seen as excessive or politically correct. Finding the right level of sensitivity can be difficult.

7. Measurement and evaluation: Measuring cultural intelligence and evaluating its influence on organisational success is complex and challenging.

8. Ethics and morals: Cultural differences can lead to ethical dilemmas in certain situations, which must be carefully resolved in order to protect the integrity and image of a company.

These challenges emphasise the need to research cultural intelligence and integrate it into modern management approaches. If these challenges are successfully overcome, this can help to increase the effectiveness of managers and organisations and harness the positive effects of cultural diversity.

3 Cf. Ang/Van Dyne/Rockstuhl 2015, pp. 273-323.

Problems and research investigation

6

The research study can therefore be summarised as follows: Cultural intelligence -

analysing the significance, success factors and recommendations for action formodern, global managers.

By analysing the significance and success factors of cultural intelligence, practical recommendations for action can be derived and highlighted for modern management approaches / managers in a global team.

Methodological approach and

7

structure

2 Methodological approach and structure

This research investigation is based on an extensive literature search, which contains relevant studies - furthermore, the literature is also partly in English for reasons of the international topic.

The introduction sensitises the reader to the topic of cultural intelligence and the problems associated with it are presented in chapter 2.

Chapter 4 presents the theory of the topic in detail - cultural intelligence is first defined and explained in general terms - and thus the significance of the topic is explained.

Subchapter 4.3 analyses the components of improving cultural intelligence in order to provide a basis for the success factors to be analysed later. In 4.4, the dimensions of cultural intelligence can then be derived from the components of the CQ.

In 4.5, the leadership approaches for global deployment are to be analysed - these leadership approaches are global, modern and future-oriented and are to be brought into the context of cultural intelligence (4.6).

The success factors for implementing cultural intelligence among managers can therefore be derived and presented in abstract form in Chapter 5.

The success factors require a basis for the development of recommendations for action, which entail a concrete implementation for the integration of cultural intelligence.

This research study ends with a conclusion and an outlook, because global economic development requires globally active managers who should integrate cultural intelligence as a basic competence for this purpose - thus, an outlook presentation at the end of the research study is a concluding and forward-looking presentation of this topic.

Theoretical basics

8

3 Theoretical basics

In this chapter, the importance and background of the connection between intercultural intelligence and the manager / management approach will be emphasised - so that the success factors and their management integration can be derived in the next chapter.

3.1 Cultural intelligence - General explanations

Cultural intelligence, also known as cultural competence or interculturalism, is the ability of a person or group to deal, communicate and work effectively with people from different cultures. It includes the ability to understand, recognise and use cultural differences in a positive way. Cultural intelligence includes:4

1. Cultural awareness: Recognising and understanding cultural differences. This includes values, norms, traditions and behaviours of different cultures.

2. Cultural sensitivity: The ability to react sensitively to cultural differences without being prejudiced or stereotypical.