Global Leadership

4.

Cross-Cultural Competence

4.1.

Cultural Intelligence (CQ)

4.1.1.

CQ Drive (Motivation)

4.1.1.1.

Interest in Cross-Cultural Experiences

4.1.1.2.

Willingness to Learn About Other Cultures

4.1.1.3.

Confidence in Cross-Cultural Situations

4.1.2.

CQ Knowledge (Cognition)

4.1.2.1.

Understanding Cultural Norms and Values

4.1.2.2.

Awareness of Cultural Differences

4.1.2.3.

Knowledge of Cultural History and Context

4.1.3.

CQ Strategy (Meta-Cognition)

4.1.3.1.

Planning for Cross-Cultural Interactions

4.1.3.2.

Monitoring and Adjusting Strategies

4.1.3.3.

Cultural Sense-Making

4.1.4.

CQ Action (Behavior)

4.1.4.1.

Adapting Behavior to Different Cultures

4.1.4.2.

Effective Cross-Cultural Communication

4.1.4.3.

Behavioral Flexibility

4.2.

Frameworks for Understanding Culture

4.2.1.

Hofstede's Cultural Dimensions

4.2.1.1.

4.2.1.2.

Individualism vs. Collectivism

4.2.1.3.

Masculinity vs. Femininity

4.2.1.4.

Uncertainty Avoidance

4.2.1.5.

Long-Term Orientation

4.2.1.6.

Indulgence vs. Restraint

4.2.2.

Trompenaars' Model of National Culture Differences

4.2.2.1.

Universalism vs. Particularism

4.2.2.2.

Individualism vs. Communitarianism

4.2.2.3.

Neutral vs. Emotional

4.2.2.4.

Specific vs. Diffuse

4.2.2.5.

Achievement vs. Ascription

4.2.2.6.

Sequential vs. Synchronic Time

4.2.2.7.

Internal vs. External Control

4.2.3.

The GLOBE Study's Cultural Dimensions

4.2.3.1.

Performance Orientation

4.2.3.2.

4.2.3.3.

Future Orientation

4.2.3.4.

Humane Orientation

4.2.3.5.

Institutional Collectivism

4.2.3.6.

In-Group Collectivism

4.2.3.7.

Gender Egalitarianism

4.2.3.8.

4.2.3.9.

Uncertainty Avoidance

4.2.4.

Erin Meyer's Culture Map

4.2.4.1.

4.2.4.2.

4.2.4.3.

4.2.4.4.

4.2.4.5.

4.2.4.6.

4.2.4.7.

4.2.4.8.

4.2.5.

Hall's Context Theory

4.2.5.1.

High-Context Cultures

4.2.5.2.

Low-Context Cultures

4.2.5.3.

Implications for Communication

4.3.

Cross-Cultural Communication

4.3.1.

Verbal Communication Styles

4.3.1.1.

Direct vs. Indirect Communication

4.3.1.2.

High-Context vs. Low-Context Communication

4.3.1.3.

Use of Language and Tone

4.3.1.4.

Silence and Pauses

4.3.2.

Non-Verbal Communication and Body Language

4.3.2.1.

Gestures and Facial Expressions

4.3.2.2.

Personal Space and Touch

4.3.2.3.

4.3.2.4.

Posture and Movement

4.3.3.

Overcoming Language Barriers

4.3.3.1.

Use of Interpreters and Translation

4.3.3.2.

Simplifying Language

4.3.3.3.

Avoiding Idioms and Jargon

4.3.3.4.

Active Listening Techniques

4.3.4.

Digital Communication Across Cultures

4.3.4.1.

Email and Messaging Etiquette

4.3.4.2.

Video Conferencing Best Practices

4.3.4.3.

Social Media Considerations

4.4.

Building Cross-Cultural Relationships

4.4.1.

Establishing Trust and Credibility

4.4.1.1.

Building Rapport Across Cultures

4.4.1.2.

Demonstrating Reliability and Integrity

4.4.1.3.

Understanding Trust-Building Mechanisms

4.4.2.

Cross-Cultural Negotiation and Persuasion

4.4.2.1.

Negotiation Styles and Tactics

4.4.2.2.

Cultural Influences on Negotiation

4.4.2.3.

Preparation and Strategy Development

4.4.3.

Conflict Resolution Across Cultures

4.4.3.1.

Approaches to Conflict Management

4.4.3.2.

Mediation and Compromise Strategies

4.4.3.3.

Face-Saving Considerations

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5. Leading Global Teams and Organizations