Examining the relationship between Cultural Intelligence (CQ) and Team Performance (Innovation & Conflict) - A Pilot Study (original) (raw)
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IIT Roorkee , 2017
Leaders with diverse views and a strong cultural quotient can steer a heterogeneous team to outperform in a global arena. It is essential to be able to unleash the potential of the diverse teams working within a borderless organizations so as to enhance performance. This paper draws our attention why some individuals are able to perform effectively than others especially offshore. Further this paper attempts to align Leaders Cultural Intelligence (CQ) with performance in terms of innovation. Data from 88 respondents (sample) has been gathered with the help of questionnaires filled by middle level employees working in IT companies located in Delhi NCR. The results indicate a positive and a statistically significant relation between Leader CQ and innovation thereby confirming a strong link between the two variables. The findings provide an insight for academicians and practitioners further providing a platform for the development of Leader Cultural Intelligence in dynamic organizations.
Journal of Organisation and Human Behaviour , 2019
Abstract Conflict is inevitable at the workplace and the outcomes of the same are both positive and negative, which could pose challenges for a leader. A culturally intelligent leader has the potential to streamline conflict with innovation in an organization. Constructive conflicts can accelerate change and stimulate creativity amongst diversified work teams. The culturally intelligent leader enables to acknowledge the differences in opinions and viewpoints of a work team, thus providing a forum so as to accomplish organizational goals. Such leaders have the ability to unify different perspectives, manage conflicts and cultivate innovation in order to harness the potential of the multicultural teams. This paper brings an overview of the existing literature related to the various concepts in the presented model. The objective of this paper is to integrate the concepts of cultural intelligence (CQ), conflict and innovation so as to build a theoretical framework, which would highlight the role and essence of CQ in the international arena. Further, the outcomes can be considered by various global organizations and human resource departments to train their employees, especially expatriates and managers, to trace out and categorize conflicts in multicultural teams and manage it effectively so as to bring radical innovation in the organization. Keywords: Cultural Intelligence, Constructive Conflict, Innovation, Global Organization, Multicultural Teams, Radical Innovatio
IIMS Journal of Management Science , 2019
Currently, the world is undergoing a dramatic transition due to the presence of numerous volatile forces in the business environment. The challenge is to map these changes and integrate the same with the performance. Leader cultural intelligence (CQ) enables an organization to increase its cultural competence and harness diversity at the workplace, which is considered to be a key driver for innovation. Data gathered from 358 samples consisting of top-, middle-and executive-level employees working in Information Technology (IT)& Information Technology enabled services (ITES) companies located in Delhi-National Capital Region (India) indicate that there is a statistically significant relationship between leader CQ and Team Performance (Innovation).
ELK Journal of Human Resource Management and Organisational Behaviour , 2016
Leadership today is a challenge due to volatile environment and dynamic workforce. As organizations are becoming borderless and the workforce are working cross border, it is important to understand why some individuals function more effectively than others in culturally diverse situations. To date, very few studies have examined the relation between leader cultural intelligence and team performance. The objective of this research paper is to explore the relationship between Leader cultural intelligence, team diversity and team performance. This paper tries to build a conceptual framework establishing a relation between Leader Cultural Intelligence, Team Diversity and Team Performance. It is not only that the organizations are global nowadays but the people who are global that has resulted into the origin of Cultural Intelligence. This paper gives a snapshot of various studies that have been done based on this and hence gives a proposed model which can be undertaken in future.
A FRAMEWORK OF CULTURAL INTELLIGENCE IN CONTEXT TO LEADERS, TEAMS & ORGANIZATIONS
Management Dynamics, 2017
Rapid globalization has led to richness in diversity of workforce in today's organization. Borderless economy has resulted in imparting international experience and exposure to the workforce further enabling them to handle international projects or assignments effectively. There is an essence of competent Leaders who can lead such diverse teams to drive the organization towards growth with varying environment. In this paper, an attempt has been made to develop a conceptual model based on the challenging issue of whether today's organization be called a culturally intelligent organization. This is done by building and integrating various constructs to study the relationship between Leader CQ, Team CQ and Organization CQ. This paper also gives an overview of the existing concepts related to it. The paper further discusses the variables and sub variables in detail which can provide a boost to the performance of managers as well as the teams in international arena.
Leader cultural intelligence and organizational performance
Cogent, 2020
One of the challenges for international companies is to manage multicultural environments effectively. Cultural intelligence (CQ) is a soft skill required of the leaders of organizations working in cross-cultural contexts to be able to communicate effectively in such environments. On the other hand, organizational structure plays an active role in developing and promoting such skills in an organization. Therefore, this study aimed to investigate the effect of leader CQ on organizational performance mediated by organizational structure. To achieve the objective of this research, first, conceptual models and hypotheses of this research were formed based on the literature. Then, a quantitative empirical research design using a questionnaire, as a tool for data collection, and structural equation modeling, as a tool for data analysis, was employed among executives of knowledge-based companies in the Science and Technology Park, Bushehr, Iran. The results disclosed that leader CQ directly and indirectly (i.e., through the organizational structure) has a positive and significant effect on organizational performance. In other words, in organizations that operate in a multicultural environment, the higher the level of leader CQ, the higher the performance of that organization. Accordingly, such companies are encouraged to invest in improving the cultural intelligence of their leaders to improve their performance in cross-cultural environments, and to design appropriate organizational structures for the development of their intellectual capital. ABOUT THE AUTHORS Saeed Nosratabadi is a Ph.D. candidate in management and business study and has published many research articles on different topics related to management and businesses such as human resource management, business model innovation, and marketing. Parvaneh Bahrami is a Ph.D. candidate in human resource management at the One of the consequences of globalization is that the interaction among people with different cultural backgrounds has increased, and there are many organizations working in multinational environments. Cultural intelligence (CQ) is a skill required of the leaders of organizations working in cross-cultural environments to be able to communicate effectively in such environments. An organizational leader with a high level of CQ is able to have a better understanding of the quality of others' behaviors and mindsets in a multicultural environment. Therefore, this study is conducted to understand how leader CQ affects organizational performance. The results revealed that leader CQ directly and indirectly (i.e., through the organizational structure) affects organizational performance. In other words, in organizations that operate in a multicultural environment, the higher the level of leader CQ, the higher the performance of that organization.
The Effects of Cultural Intelligence on Multicultural Teams' Project Performance
Given that the pervasiveness of multicultural teams in organisations has been steadily on the rise, many organisations and their members have realised that, regardless of their preferences, working in multicultural teams is no longer an option but rather a given feature of modern organisational reality. Consequently, both academics and practitioners have sought to answer two major questions: first, what are the effects of cultural diversity on team processes and performance and, secondly, under which conditions such teams function better and which conditions result in performance losses.
Multi-cultural teams are seen as a wellspring of creativity and innovativeness. Yet, we still miss an in-depth study of their potential and challenges during the innovation process in firms. This is a serious omission as many international firms are in need of improving their global innovation position by the inclusion of insights from team members of different nationalities with knowledge about markets and culture. To derive first insights, we conducted a longitudinal qualitative study in a large global company with 70 personal interviews in five innovation teams over a period of two years. These data, based on semi-structured interviews, provide us with rich information about effects of cultural diversity in teams in the innovation process. Data were analysed through a thematic network analysis and two coders inductively forming categories. Results indicate that cross-cultural teams have a high potential of creativity, but are confronted with difficulties arising from different working-and communication styles which have to be proactively managed from the beginning. While progressing, teams learn to cope with this diversity related to some more surface-level cultural dimensions and members even align. Yet, diversity of power distance induces conflicts that deeply impact the innovation process. Based on these findings, we develop a set of propositions, which lead into a conceptual model on the effects of
Asia-Pacific Journal of Business Administration © Emerald Publishing Limited, 2020
Purpose-This research investigates knowledge sharing and innovation on the part of culturally diverse teams in the restaurant business and their relation to cultural intelligence (CQ), in which CQ was conceptualized as a team-level variable. Design/methodology/approach-Survey data were collected from 103 cross-cultural teams in restaurants located in five popular tourist destinations in Thailand and were derived from multiple sources to prevent common method bias. The data that measured team CQ and knowledge sharing were collected from all members in each team and were averaged to create aggregate measures at the team level, while the team supervisor evaluated the teams' innovative performance. Partial least squares structural equation modeling was used in the data analysis. Findings-The results indicated that those teams that demonstrated high CQ tended to exhibit a greater degree of team knowledge sharing and receive higher evaluations of their innovative performance than did those that demonstrated low CQ. The results also showed that team knowledge sharing mediated the relation between team CQ and innovation. Originality/value-CQ's contribution in cross-cultural teams measured at the team level contributes additional knowledge to prior CQ research that rarely has investigated the phenomenon at the aggregate level.
This article examines one of the key competencies of the 21st century known as cultural intelligence (CQ). This study investigates the relationship between CQ, organizational culture, and the effectiveness of staff in the industry, mine, and trade organizations of Semnan province in Iran. Using correlational analysis, the statistical population includes a total of 103 people from 141 employees based on personnel department documents. Three questionnaires were used to measure the variables and descriptive and deductive statistics were applied to evaluate and analyze the data. The Pearson correlation coefficient and multivariate regression were used in deductive statistics to obtain the results. The findings show there is a significant relationship between CQ, organizational culture, and effectiveness. Among four cultural intelligence factors, only the knowledge of CQ can predict the effectiveness. The calculated correlation coefficient indicates that the creativity factors and communication pattern have the highest correlation coefficients.