Bridging Cultures and Emotional Intelligence - Essay Example

Bridging Cultures Name Institution Date Introduction The essential aspect to all forms of training and education is an individual’s ability to acquire, retain and interpret different types of information and experiences. Hence the capacity for adaptation is reflected by one’s intelligence or IQ. However, IQ testing has experiences the biases of language, culture, context and approach over time. There are other types of intelligence which are measurable by one’s behavior. They are referred to as multiple intelligence and consist of linguistic, spatial and musical intelligences. Types of intelligence Intelligence is a multidimensional facet hence there are different types of intelligence which are required for effective leadership. For that reason there are three main types of intelligence that form the core basis of global leadership which include; 1. Rational and common sense based oral and quantitative which is recognized by most people and it is generally measureable through IQ tests. Hence it is a common sense type of intelligence. 2. Emotional intelligence (EI) which is viewed as a determiner of accomplishment in the recent years and it is measured by EQ tests. It forms the importance of human emotions both at work and life in broad-spectrum. 3. Cultural intelligence (CI) is the ability to interrelate and work effectively with people from diverse cultures. Emotional Intelligence In order to make accomplishments in any interpersonal action, a person needs to be conscious of his/her own emotions and be in a position to manage them effectively just as one should be aware of emotions of other people to be able to handle any interaction process. Hence EQ surveys generally evaluate the capacity to execute tasks across a wide range of emotional intelligence abilities. For that reason when an individual collects information, the brain reflects on a fight or flight response. Hence this explicates the reasons for the positives and negatives in a performance appraisal process. EQ is therefore crucial in job selection and proper leadership. Whereas the EQi emphasizes on the psychological aspects of EQ the ECi focuses on the EQ’s business applications (Goleman, Boyatzis, and Mckee, 2002). They further developed a model which with EQ competencies being grouped into four main domains: self awareness, self management, social management and relationship management which translate into intrapersonal which comprises of the first two while the last two forms the interpersonal skills. These domains are hierarchical in nature hence each domain successively drives the other. Thus emotional intelligence plays a crucial role in the workplace which leads to job contentment. It has been acknowledged as a significant feature in both individual’s and organizational success. Self awareness, self regulation, self motivation, empathy and social skill are important dimensions of emotional intelligence. Developing Emotional Intelligence According to Steven and Howard (2000) in their research on specialized and executive occupation field, 47% to 56% of both job and life achievement is the product of EQ with the variation being related to the nature of the job. Furthermore 79% of leadership success in the United States results from high EQ (Goleman, Boyatzis & Mckee, 2000). Hence leaders’ levels of emotional intelligence greatly influence their behaviours which lead to their success or failure. Cultural Intelligence Cultural intelligence is a timely introduced concept into the international business literature (Earley; Earley & Ang, 2003). The worldwide financial system and uneven political tides creates the need for intercultural understanding and instructions. This is important in multinational companies where managers need to work within various countries. Thus customs of diverse countries play an important part in the promotion of international commerce. There are two major types of cultural intelligence; organizational CI and geographical culture (Earley & Mosakowski, 2004). For instance when a company engages in business in Germany, a lot of cultural practices are similar in the entire country but doing business in another country is different as a result of diversity in the cultural practices. Global literacy is essential for the success of any business which implies that seeing, thinking, acting and mobilizing in culturally mindful ways (Rosen & Digh, 2001). Globalization process added weight to different managers in the expansion at multinational plane. Business assessment makers had to deal with cultural diversity prior to the execution of business policies. In a nut shell cultural intelligence is the capacity to create proper behavior in another setting. Hence it is the ability to interrelate and work efficiently with people from other cultures. For that reason an individual has to have the skill to adjust and construct appropriate behavior. According to Ting-Toomey (1999) in his idea of transcultural message proficiency, cultural intelligence comprises of understanding, mindfulness and behavioral ability which is the product of effective cross cultural interactions. Thus one needs to be aware of the meaning of culture, variations in culture and the relationship between culture and behaviour. (Ting-Toomey, 1999). Consequently the key aspect of CQ is flexibility hence a culturally intellectual person’s presentation exemplify on a range of possible behaviors using critical knowledge and thoughtfulness to choose what is most suitable at any given period and circumstance (Ang et al,2009). For this reason CQ consists of four potentials: an individual’s awareness, assurance and force to adjust cross culturally, understanding of cross cultural matters and understanding, skill to plan efficiently for cultural varied beginners and finally adaptability in the middle of cross cultural training and relations (Ang et al. 2009). Developing Cultural Intelligence In relation to other complex types of intelligence cultural intelligence exists on a scale and usually builds up over time. Although living and working abroad may aid its growth, spectacular transformation will not be evident within a short period of time. Its expansion necessitates a foundation of knowledge, the attainment of latest information and other perceptions in the course of mindfulness, and adjustment and incorporation of the knowledge into behavioral capability. Every business has its own cultures which are generally very unique and anyone joining a fresh company spends the earlier weeks learning its cultural rules (Earley & Mosakowski, 2004). Furthermore, cultural intelligence can be developed through education whereby effort is made to enlighten managers on recognizing cultural diversity by being offered with cultural consciousness case studies on appropriate cross cultural behavior and how it acts as a guide to successful solutions. Language also is vital as it offers a foundation for cultural understanding. Experiential learning is crucial to shape behavioral guide which sustain cultural intelligence. Thus business instructors can apply global culture practical learning tools that let the beginner to comprehend and internalize ability during experience and manifestation. It is essential throughout learning situation that trainees set goals for transforming their behavior, work on changing those behaviors and eventually assess the progress made during the educational program. Relationship/difference between emotional and cultural intelligence It is evident that there is positive and meaningful relationship between emotional and cultural intelligence hence one cannot function without the help of the other and greatly aid in the improvement of employee’s performance. They both work hand in hand for instance emotional intelligence will determine how an individual will internalize different cultural practices and apply solution for the benefit of the company/business. In contrasting emotional and cultural intelligence it was observed that whereas emotional intelligence mainly focuses on an individual, cultural intelligence emphasizes on diverse individuals within a given geographical location. Cultural intelligence is the ability to interrelate and work efficiently with people from other cultures while emotional intelligence is whereby a person needs to be aware of his emotions and of those in his surrounding. For this reason cultural intelligence deals with people’s way of life as opposed to their emotions Theories of Cultural Intelligence Various theories have been formulated in a bid to broadly understand cultural intelligence and its implications in global business. These theories include; Experiential Learning theory The importance of this theory cannot be ignored in the progress of cultural intelligence. Thus it is crucial to move focus from a presentation achievement scrutiny to a vital observation towards a critical examination into the skills that were essential for a person to gain knowledge of how to be efficient in a diverse cultural setting (David, 1996). The theory sought to discover methods that changed assignment experiences into knowledge results. It also advanced learning in a holistic way that incorporated thoughts, emotions, perceptions and behavior as significant aspects in learning experience. Cognitive CQ emphasizes on customs, practices and rules in different cultures, as well as awareness of financial, legal and societal systems of various cultures. As a result people with elevated cognitive CQ are more expected to construct precise explanation of cultural connections (Triandis, 1995). Motivational CQ is the ability to express concentration and vigor towards learning the degrees of various cultures. Such people value the value of inherent worth and self efficiency, being self-assured of their capability to function efficiently in varying cultures. On the other hand, behavioral CQ displays proper oral and non verbal proceedings based on the cultural principles of a definite background hence individuals with high behavioral CQ exhibit situation ally suitable behavior in the course of correct terms, manners, signals and facial expressions. Ethnocentrism & Ethno relativism Ethnocentrism is whereby an individual views the world entirely through his own culture and involves stereotypes that simplify and take a broad view. Ethno relativism on the other hand entails appreciating other people’s while recognizing their cultural aspects and the relevance of their culture. According to Milton Bennet, (1993) he came up with essentially six stages: three representing ethnocentric; rejection resistance and minimization while the other three representing ethno relative; recognition, adjustment and assimilation. Ethno centrists believe that their culture is the most superior while ethno relativists accommodate other cultures and integrate them with their own. Cultural Intelligence in relation to Personality More often a personality plays a crucial role in cross cultural adaptation thus a trait characteristic is correlated to an individual’s ability to function successfully in varied cultural settings. Personality aspects such as truthfulness, sincerity and curiosity; ability to value and learn from other people and toughness which is ability to manage anxiety, shocks and sentiments enables one to further build up their CQ. Integrity entails having a comprehensible and truthful understanding of ourselves, a sound developed wisdom of self and how one’s belief structure stimulate behavior (Peterson, 2004). Personality has habitually engaged an important function in cross cultural evolution and adjustment. There is enormous weight on big five super ordinate factors of individuality due to the fact that it is one of the main constant categorizations in organizing personality traits. It has been established that big five sturdily envisages job behavior across point in time, backgrounds and customs both at a national and multinational levels. The big five factors are mainly extraversion, agreeableness, conscientiousness, emotional stability and openness to experience. Hence link between big five personality aspects and all mechanisms of cultural intelligence is evident. Openness to experience is a vital personality characteristic that is related to an individual’s capacity to function efficiently in diverse cultural environments. In addition to modesty and honesty, Thomas and Inkson (2004) argued that openness is an attribute of Cultural intelligence which is essential components of successful international leadership. Personal Reflection In regards to bridging cultures I have been able to learn that due to the globalization process there is need for firms to fully embrace emotional and cultural intelligences as part of their international management development programs. This will lead to these companies exhibiting better levels of global performance. Through this topic I have been able to understand why it is crucial for a company to select leaders with the appropriate capabilities, particularly those in relation to emotional and cultural intelligences and develop those skills through training. For that reason the ability to persist in situations of adversity, confusing and lonely environments require adaptation to different ways of thinking and usually elicit the right responses in cross cultural which are important aspects of global leadership. I have also been able to understand how personality traits greatly influence how an individual will relate with people from diverse cultures. People are born with varying degrees of emotional intelligence hence different personality traits which make others more likely to be open to other cultures than others. I have also been enlightened on the importance of emotional and cultural types of intelligences and their roles and importance in the globalization process and international business. Being aware of one’s self of one’s culture is important before learning other people’s culture. I have also learnt that cultural values changes over time but certain factors as contact with other cultures and changes in work roles may speed up the process. People who are disconnected from their original culture tend to assimilate the customs and values of an unknown host easily. Unlike other facets of personality, cultural intelligence can be developed in expressively well and professionally skilled individuals. Reference Goleman, D. (2004). Emotional Intelligence. New York, Bantam Book Thomas, D. & Inkson, K. (2004), Cultural Intelligence, Berret-Koehler Publishers, San Francisco. Bradberry, T. & Greaves, J. (2009). Emotional Intelligence 2.0, Publishers Group West, San Francisco P.Ch. Early, Masakowski. (2004) Cultural Intelligence. Harvard Business Review. Triandis, H. C. (1995). Culture Specific Assimilators. In S. M. Fowler (Ed), Intercultural Sourcebook: Cross-cultural Training Methods: 179-186. Yarmouth, ME: Intercultural Press. Kolb, D. A., & Fry, R. (1996). Toward an applied theory of experiential learning. In C. Cooper, (Ed.), Theories of group processes. New York: Wiley. Kayes, D. C., Kayes, A. B., & Yamazaki, Y. 2005. Essential Competencies for Cross-cultural Knowledge Absorption. Journal of Management Psychology, 20: 678-589. Peterson, B. (2004). Cultural Intelligence: A guide to working with people from other cultures. Yarmouth, ME: Intercultural Press. Earley, P.C. & Ang, S. (2003). Cultural Intelligence: Individual interactions across cultures. 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