Research indicates that the capability to operate successfully in culturally diverse situations (CQ) has become a precondition for effective global leadership in times of globalisation and company diversification. Responding to calls to examine CQ as a predictor of selection into global leadership positions, this dissertation aimed to develop a selection tool to successfully assess leaders’ CQ within job interviews.
For this purpose, literature was examined to firstly investigate necessary competencies of interculturally competent leaders. Secondly, it was reviewed to obtain knowledge of how to design a valid indicator for the selection process with an effective predictive value of the candidate’s future performance. Following these findings, the draft of the CQ Assessment Tool for Interculturally Competent Leaders (L-CQA) was developed. The draft was thereupon handed to professionals asking to assess its appropriateness, applicability, and real-live potential. Based upon the assessments’ evaluation, the final L-CQA was designed.
The findings of this dissertation pinpoint the necessity of placing explicit emphasis on selecting leaders with the potential to function effectively in culturally diverse settings. The L-CQA was developed to provide rich insights of a candidate’s vocational aptitude and their future behaviour. Thus, this research gives valuable implications for organisations to choose the most capable person to be an interculturally competent leader. Recommendations are offered for further research possibilities, which is hoped to be translated into useful practical implications for organisations and individuals.
Table of Contents
1 Research Purpose and Objectives
1.1 Aims and Objectives
1.2 Research Procedure
1.3 Potential Limitations
1.4 Structure
2 Review of Key Literature
2.1 Global Leadership
2.2 Conceptualisation of Cultural Intelligence
2.3 Assessing Global Leadership Competencies
2.4 Selecting Culturally Competent Leaders
2.5 Development of the L-CQA
2.6 Summary
3 Research Methods
3.1 Research Procedure
3.2 Method of Data Collection
3.3 Data Evaluation
3.4 Ethical Considerations
3.5 Trustworthiness
3.6 Limitations
3.7 Summary
4 Data Evaluation
4.1 Meta-Cognitive CQ
4.2 Cognitive CQ
4.3 Motivational CQ
4.4 Behavioural CQ
4.5 Evaluation of the Overall L-CQA
4.6 Summary
5 Conclusion and Recommendations
6 References
7 Appendices
Research Objectives and Focus Areas
The primary aim of this dissertation is to develop a valid and reliable selection tool, termed the CQ Assessment Tool for Interculturally Competent Leaders (L-CQA), designed to evaluate a candidate's cultural intelligence within the context of a job interview. This research addresses the gap in current recruitment practices by providing a structured, theory-based instrument that enables organizations to more effectively predict the prospective performance of leaders in culturally diverse environments.
- Investigation of key competencies required for interculturally competent global leadership.
- Evaluation of existing personnel selection methods and their efficacy in assessing cultural intelligence.
- Development of a theoretically informed L-CQA draft based on literature review findings.
- Empirical refinement of the tool through expert feedback from intercultural communication, human resources, and leadership professionals.
Excerpt from the Book
Rationale and Research Background
In recent years, there has been an increasing amount of literature on CQ. This literature suggests that the capability to operate successfully in culturally diverse situations has become a precondition for effective international leadership in times of globalisation and company diversification (e.g. Manning, 2003; Ang et al., 2007; Kim & Van, 2012; Gelfand et al., 2007; Rockstuhl et al., 2010). The emergence of CQ research and the corresponding increase of cultural prominence provide a new and sophisticated framework for scholars to investigate what makes great global leaders as well as to identify their necessary intercultural competencies (Ang et al., 2007; Gelfand et al., 2008). There is an increasing consensus that global leaders possess core characteristics, context-specific abilities, and universal leadership capabilities (Jokinen, 2005).
Bird (2013), however, points out that much still needs to be done to ascertain universal skills. The importance of interculturally competent leaders has also been recognised in organisations and human resource departments: according to a recent survey of Chief Human Resources Officers, Caligiuri (2013) states that human resource departments’ most crucial task is to develop future leaders. This, however, is likewise one of their least successful abilities since it is adversely affected by three erroneous assumptions: firstly, that anyone can become interculturally competent, secondly, that all experience on an international scale is developmental, and thirdly, that the development of CQ amongst employees is supported by all global organisations. In fact, individuals’ proficiency to develop cross-cultural competencies depends on their natural characteristics (Caligiuri, 2013). Similar findings were provided by a study of the Boston Consulting Group about leadership development programs’ effectiveness of 4,000 companies: according to Torres (2014), more than half of the investigated companies failed to cultivate enough successful leaders.
Summary of Chapters
1 Research Purpose and Objectives: This chapter introduces the topic of cultural intelligence in global leadership, establishing the necessity for a structured selection tool and detailing the specific research objectives.
2 Review of Key Literature: This chapter critically examines existing literature on global leadership, cultural intelligence concepts, and personnel selection to provide a theoretical foundation for the L-CQA.
3 Research Methods: This chapter outlines the qualitative research design, including the purposeful selection of experts and the use of semi-structured interviews to refine the L-CQA.
4 Data Evaluation: This chapter presents the analysis of expert feedback on the L-CQA regarding its meta-cognitive, cognitive, motivational, and behavioural components, as well as the overall instrument utility.
5 Conclusion and Recommendations: This chapter summarizes the study's findings, discusses practical implications for organizations, acknowledges limitations, and provides suggestions for future research.
Keywords
Cultural Intelligence, CQ, Global Leadership, Intercultural Competence, Personnel Selection, Recruitment, Human Resource Management, L-CQA, Cultural Diversity, Leadership Assessment, Behavioural Interviewing, Global Mindset, Cross-Cultural Management, Organizational Performance, Talent Development
Frequently Asked Questions
What is the core focus of this dissertation?
The dissertation focuses on the development of a specialized assessment tool, the L-CQA, designed to measure the cultural intelligence (CQ) of potential leaders during job interviews.
What are the primary themes explored?
The research explores global leadership competencies, the conceptualization of cultural intelligence (meta-cognitive, cognitive, motivational, and behavioural dimensions), and systematic approaches to personnel selection.
What is the primary objective of this work?
The primary objective is to create a valid, practice-oriented instrument that helps organizations move beyond intuitive, unsystematic selection processes to better identify interculturally competent leaders.
Which scientific methodology was utilized?
This study employs a qualitative research framework, involving a comprehensive literature review followed by the development and refinement of an assessment tool through feedback from experts in HR, leadership, and intercultural communication.
What topics are discussed in the main body of the work?
The main body covers the theoretical landscape of global leadership, the four-factor model of cultural intelligence, methods for improving structured interviews, and a detailed empirical evaluation of the proposed assessment tool's components.
Which keywords best characterize this research?
Key terms include Cultural Intelligence (CQ), Global Leadership, Personnel Selection, Recruitment, Human Resource Management, and Leadership Assessment.
What specifically does the L-CQA evaluate?
The L-CQA evaluates four specific dimensions: meta-cognitive CQ (strategy), cognitive CQ (knowledge), motivational CQ (drive), and behavioural CQ (action).
Why did the author use a multiple-method approach for data collection?
A multiple-method approach, combining written feedback and semi-structured interviews, was used to enhance the study's trustworthiness and to mitigate biases by obtaining diverse professional insights.
- Quote paper
- Alicia Utz (Author), 2014, The Selection of Interculturally Competent Leaders. Measuring Intercultural Competence within Job Interviews, Munich, GRIN Verlag, https://www.grin.com/document/501580
