Digital Logos Edition
Business today is global-and success requires a new set of skills. But not to worry, whether you're negotiating with vendors in Asia, exploring potential markets in Africa, or leading a diverse team at home, you don't have to master the nuances of every culture you encounter. With Cultural Intelligence, or CQ, you can lead effectively in any context. Featuring fresh research, case studies, and statistics on the ROI of improving your CQ, this new edition of Leading with Cultural Intelligence details a powerful, four-step model for becoming more adept at managing across cultures: Drive-boost your motivation for and confidence in interacting with other cultures Knowledge-understand the relevance of differences in religion, values, norms, and languages Strategy-plan ahead for unfamiliar cultural settings, but remain flexible if actual experience differs from expectations Action-successfully adapt your behavior to each situation With Leading with Cultural Intelligence as your guide, you'll be able to thrive in any business environment-whether it's across the world or in your own backyard.
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“Cultural intelligence is the capability to function effectively across national, ethnic, and organizational cultures.1 It can be learned by most anyone. Cultural intelligence offers leaders an overall repertoire and perspective that can be applied to myriad cultural situations.” (Page 4)
“Cultural competence is an umbrella term to refer to one’s ability to understand, appreciate, and interact with people from different cultural backgrounds.” (Page 33)
“Marriage and Family Systems: Kinship vs. Nuclear Family” (Page 84)
“Ethnocentrism—evaluating other people and their culture by the standards of our own cultural preferences—is found among people everywhere. Seeing the world in light of our own cultural background and experience is inevitable. But ignoring the impact of ethnocentrism on how we lead is the single greatest obstacle to CQ Knowledge.” (Page 66)
“Cultural intelligence isn’t something that comes automatically based on where someone has worked, studied, or lived. It’s an individual capability. Some have it, some don’t; but anyone can become more culturally intelligent.” (Pages 25–26)