CQ-Case Study, WA-3 - Written Assignment - 3 PDF

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1 Written Assignment – 3 Question: In Chapter 7 of your textbook, Cultural Intelligence for Leaders, read Case Study 4: A New Leadership Culture. Please be sure to particularly address the following questions related to the case:

1. How does Kolab’s self-identify influence her ability to lead? 2. What cultural value dimensions does the organization operate under? What about Kolab? How can Kolab integrate the organization's cultural value dimensions with her own to ensure overall success? 3. What cultural intelligence strategies do you recommend for Kolab and her employees? How do these strategies benefit the organization?

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Cultural Intelligence Case Study

Anonymous Business School, University of the People BUS5211: Managing in the Global Economy Dr. James Simmons February 17, 2021

3 Cultural Intelligence Case Study Earley & Mosakowski (2004) defines cultural intelligence or cultural quotient (CQ) as "an outsider’s seemingly natural ability to interpret someone’s unfamiliar and ambiguous gestures the way that person’s compatriots would." In other words, CQ is the ability to adapt to different cultural settings effortlessly. The low CQ among employees can create miscommunication, lack of trust, or demotivation. High CQ individuals or organizations have the ease to penetrate into a global market. Individuals with high CQ tend to be better managers as they are more tolerant and place more trust among their workforces. Description of the Case and Identification of Major Issues The following paper analyses the disparity of cultural intelligence between Kolab and her employees. Kolab is a newly appointed president of the International Education Center (IEC). Hanh, the previous president of the company, had a good relationship with the employees. The employees looked up to her and were enthusiastic about working every day. After Kolab joined, the employee's motivation and productivity decreased. How does Kolab’s self-identify influence her ability to lead? Kolab, at a young age, fled with her parents to the United States as a refugee. Because of Kolab's previous impressive work background, IEC hired her. She worked at different non-profit organizations that provide support and knowledge to international people. As a refugee herself, it is no surprise to know where her motivation originated. Kolab, growing up as a refugee, had a set of beliefs that were different from the non-refugee people. Kolab's extensive travel to multiple countries for field office work also influenced her beliefs and values. Being called a high performer person regularly by her colleagues, Kolab believed her leadership style to be the best. Hanh, the previous president, was the leader for ten years.

4 Getting accustomed to a new leadership style all of a sudden is not easy for many people. The employees of IEC adapted and were used to Hanh's leadership style. Kolab couldn't understand this and continued to impose what she thought was the best strategy. It seems to be that Kolab lacks social and emotional intelligence (SQ & EQ). Her refugee background made her leadership style as achieving the goals at any cost. Calling for staff meetings shows that Kolab was not an authoritarian leader. However, using the same expectations and working style as her previous job made the employees misunderstand her. What cultural value dimensions does the organization operate under? What about Kolab? How can Kolab integrate the organization's cultural value dimensions with her own to ensure overall success? What cultural intelligence strategies do you recommend for Kolab and her employees? How do these strategies benefit the organization? As mentioned in the case study, Hanh had no strategic thinking or vision, but she possessed high SQ and EQ. Hanh was able to communicate and build relationships throughout the company and across the state. Employees had the freedom to talk to each other. With a sudden shift in the management and leadership style, the employees lost the motivation to work. First and foremost, Kolab should try learning about her peers. She should learn about the company's and the employee's cultural history. This knowledge will help Kolab understand the employees at an individual level. She shouldn't assume that her previous skills would be successful here too. Motivation is one of the most significant factors in the workplace, and without it, the company can go in vain. Kolab should try explaining to her peers that the company is not performing well due to a lack of strategic thinking. The employees, on the other hand, shouldn't be afraid of the change and welcome it. If the employees are facing problems, then they should tell Kolab about it, instead of gossiping.

5 IEC hired Kolab so that she can challenge and push the employees. Hanh was more relaxed in her leadership style and didn't challenge the employees, and that's why Kolab's leadership style is alien to them. Kolab should communicate more often to build awareness and trust among them. The employees are now working more to achieve the company's goals, and they consider her as impersonable. The staff should explain their situation to Kolab, and Kolab should listen to it attentively. Doing this will help both of the parties to understand each other better. Being a refugee made Kolab more resistant and persistent. Having traveled to different countries expanded her cultural horizon. However, she demonstrated a low EQ and SQ. Having worked for six months, she is still not able to pick up her employee's emotions. By listening and learning more, she can try to adapt to her employee's behavior. She can also analyze how employees work and talk to each other and then can adapt it accordingly. Lastly, communication is the key. Changing leadership style can be fearful to many employees. Failure to understand this can create chaos. Kolab can organize cultural events to increase self-awareness. In such events, Kolab can explain her leadership style and ask for feedback. Employees, on the other hand, should be more receptive and explain the things they are afraid of. As a leader, Kolab should try to align the company's goals with that of the employees. Such strategies would not only strengthen the relationship but would also improve decision-making, productivity, and motivation. The organization would have a more positive environment with less grapevine culture. With a positive environment, the innovations would thrive, depth of understanding would increase along with fewer assumptions.

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References Cultural Intelligence for Leaders (2012). Saylor Academy. Creative Commons by-nc-sa 3.0. Retrieved from: https://saylordotorg.github.io/text_leading-with-culturalintelligence/index.html Earley, P. C., & Mosakowski, E. (2004, October 1). Cultural intelligence. Harvard Business Review. https://hbr.org/2004/10/cultural-intelligence...