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Cultural intelligence.

P Christopher Earley1, Elaine Mosakowski

  • 1Department of Organizational Behavior, London Business School.

Harvard Business Review
|November 24, 2004
PubMed
Summary
This summary is machine-generated.

Cultural intelligence (CQ) helps managers navigate diverse workplaces by understanding unfamiliar contexts. CQ has cognitive, physical, and emotional/motivational components, and can be developed through training.

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Area of Science:

  • Business Management
  • Cross-Cultural Psychology
  • Organizational Behavior

Background:

  • Modern business environments are increasingly diverse, requiring managers to understand cultural differences.
  • Navigating unfamiliar cultural contexts demands perceptiveness and adaptability.
  • Cultural intelligence (CQ) is crucial for effectively interacting with individuals from diverse backgrounds.

Purpose of the Study:

  • To define cultural intelligence (CQ) and its components.
  • To investigate the distribution of CQ strengths among managers globally.
  • To present methods for assessing and developing CQ.

Main Methods:

  • Surveys of 2,000 managers across 60 countries.
  • Analysis of CQ's cognitive, physical, and emotional/motivational components.

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  • Development of assessment tools and training techniques for CQ.

    • Main Results:

    • Managers often exhibit uneven strengths across the three CQ components.
    • CQ differs from emotional intelligence by distinguishing cultural, individual, and universal behaviors.
    • Most managers are not equally proficient in all aspects of CQ.

    Conclusions:

    • Cultural intelligence is a learnable skill that can be developed.
    • Individuals with alertness, motivation, and poise can achieve an acceptable CQ.
    • Assessment tools and training can help managers improve their CQ.