Cultural Intelligence Global Leadership Development

What is meant by appropriateness of behavior in the context of global leadership?

Appropriateness of behavior is a term used to describe the ability of leadership to use emotional intelligence when making decisions within a global context. As a global leader, the complexity of operations increase as the leader must adapt to differing cultural, socio, and economic values. For example, China is a much more collectivistic nation that emphasizes the benefits of the group as oppose to individual success. Western culture however is different it that it emphasizes individual behavior and merit. Adding further complexity to the global leader is that many of these values are often juxtaposed against one another as indicated by the increasing tensions between China and the United States. For example, global leaders operating in China must be cognizant of the lack of free speech within the country. According to research conducted by Fisher, any commentary by the leader that disparages the Chinese Communist Party will be perceived as a threat to their leadership (Fishman, 2005). In this case the appropriateness of the leaders behavior in America, a country of free speech, would not be appropriate in China. These complexities exist around the world, and the leader must adapt their behavior accordingly (Earley, 2004).

How does cultural intelligence impact the leader's ability to behave appropriately in a global context?

Cultural intelligence enhances the leader’s ability to behave appropriately within a global context. According to research conducted by Halpin & Winer, cultural intelligence can be segmented into two categories: task and relationship (Halpin, 1957). Here, cultural intelligence as it relates to the task component describes the ability of the leader to engage in one-way communication. Here, the leader through a cultural perspective can more easily explain tasks, deadlines, task structure, and standardized procedure. The relationship category is how the leader uses their cultural intelligence to engage it two-way communication in a cultural appropriate manner. Research conducted by Fiedler and Evans found that this category is related to the socio-emotional support a leader provides to the organization and its culture. Both categories leverage both verbal and non-verbal communication (Fiedler, 1978). Here, cultural intelligence can improve the leaders overall ability to leverage these two categories throughout the organization within a global context.

What training would you, as a leader, develop to ensure appropriateness of behavior for your global leaders, and why? (Be specific).

According to research conducted by Derr, they typical longer-term linear succession planning and often inappropriate given the dynamic nature of business today (Derr, 2002). As business is dynamic and changing, so too should future leaders. The training would look to combine real-world application with theory. The first element would be to allow future global leaders to spend time within international markets. This will allow the future leaders to better immerse themselves within the overall culture without the crutch of their domestic norms. Here, the training will emphasize collaborative environments, predicated on communication and feedback. Although difficult at first, future leaders will need to show their overall ability to adapt within a different operating environment. The training will emphasize geographic rotations to better allow leaders to observe different international components. This exposure will ultimately give them a foundation by which to