Bus 5211 - 4

Written Assignment Unit 4
University of The People
BUS 5211
Managing in Global Economy
May , 2023
Introduction
Cultural intelligence, or cultural quotient (CQ), is defined by Earley & Mosakowski
(2004) as "an outsider's seemingly natural ability to read someone's unfamiliar and confusing
gestures the way that person's countrymen would." In other words, CQ is the capacity to
seamlessly adapt to many cultural situations. Employees with a low CQ risk
miscommunication, loss of trust, and demotivation. Individuals or companies with a high CQ
can easily break into a worldwide market. Individuals with a high CQ are better managers
because they are more tolerant and trusting of their employees.
Description of the Case and Identification of Major Issues
The following article examines the cultural intelligence gap that exists between Kalia
and her staff. Kalia is a senior executive in a large corporation. Her workforce consists of eight
individuals, ranging in age from their twenties to their fifties and from various ethnic
backgrounds. The members of the team pretended to work together, but Kalia could sense the
bad energy behind their surface. Kalia attempted everything she could to repair her employee's
relationship, but it was all for naught. Following the setback, Kalia began to doubt her abilities
and believes she is unable to resolve the conflict amongst her staff.
How do you describe Kalia’s self-efficacy? Is she showing levels of high and/or low
efficacy? Discuss how her behavior exhibits each level.
Self-efficacy is the belief in one's own ability to attain one's objectives (Carey & Forsyth,
2009). It is the self-assurance, drive, and optimism required to succeed in the workplace. Kalia has
tried
several times to establish a positive working connection with her coworkers, but nothing has
worked out. Kalia is hesitant to attempt again after so many failures. Kalia understands that a
good leader's role is to bring the team together, but she is still concerned. When all of the
aforementioned assertions are considered together, it is clear that Kalia has a poor degree of
effectiveness. Failure indicates that a person is making an effort. Because she failed in her past
endeavors, Kalia is losing drive. Kalia's restricted perception prevents her from seeing beyond
what is seen. It made her even more frustrated and pessimistic.
How does Kalia’s self-efficacy impact her leadership?
Low self-efficacy entails a lack of self-assurance. Her employee will believe she is unfit
for the leadership job because she lacks the necessary skill set. If this continues, Kalia will lose
her will to repair things. If the disagreements are not handled quickly, a healthy team may be
dissolved. Kalia is more worried about her employee's emotions at the next meeting. It indicates
that she was unable to cope with her prior adversity. She is so nervous that she flinches every
time she thinks about the encounter. It demonstrates her lack of self-control. Her leadership will
eventually be in a state of disarray. She will continue to fail in areas where she could thrive due
to her inability to cope with the continual stress.
What strategies do you recommend to Kalia to help her improve her cultural intelligence
and develop her self-efficacy? Discuss at least two specific development approaches.
Acquire: The good news is that as a leader, Kalia is well aware of her own limitations.
Her team is made up of people of all ages and ethnicities. Everyone has a unique perspective and
cultural background. She can begin by talking with them and learning about their culture. She
can also
monitor their actions and, if necessary, offer inquiries. Kalia should be cautious when watching
and questioning. Kalia should begin comparing and contrasting her staff. People are more
inclined to tolerate one other's differences when they bond over shared interests (Parker, 2018). It
promotes the development of cultural intelligence.
Build: Kalia should keep in mind that not everyone thinks the same way she does. If she
wants to be successful, she can't escape the issue. Kalia should be more explicit about how her
employees' attitudes are negatively impacting the team's performance. Stereotypes are like a
weed on a field that has to be chopped down before it takes over and ruins everything. Kalia can
assist her staff in seeing past prejudices. She can assist them in becoming more self-aware and
educate them that everyone works in a different way.
Consider this: Kalia's pessimism is her greatest stumbling block. If she thinks she lacks
the expertise to achieve long-term objectives, she might begin by setting short-term objectives.
Her setbacks might be viewed as stepping stones to achievement. She might consider rephrasing
the problems and then overcoming them. Most importantly, she should begin to believe in
herself.
Do: If she thinks she is unable to communicate effectively, she should begin to improve
her communication abilities. If she thinks she is unable to handle the problem on her own, she
may seek assistance from a culturally knowledgeable individual. Instead of running away from
her prior experiences, she should reflect on them and learn from them. Finally, a failure should
not discourage her.
What suggestions do you have for Kalia in leading her staff to be a culturally intelligent
team?
First and foremost, Kalia should instill in her staff the understanding that everyone has a
distinct working style, which they should all respect. She should urge her staff reflect on how
their culture has affected their conduct. That way, they'd be able to appreciate each other's
differences. Understanding the distinctions in a culturally diverse team is critical. Kalia can
convince her colleagues of the importance of achieving a shared objective, which would be
impossible if there was a lack of open communication. Yes, there would be difficulties, and only
appropriate education could help them overcome them. Finally, they will become a cultural
intelligence teamthrough learning from one other's perspectives.

References
Carey, M. P., & Forsyth, A. D. (2009). Self-efficacy teaching tip sheet. American Psychological
Association. https://www.apa.org/pi/aids/resources/education/self-efficacy
Cultural Intelligence for Leaders (2012). Saylor Academy. Creative Commons by-nc-sa 3.0.
Retrieved from: https://saylordotorg.github.io/text_leading-with-cultural- intelligence/index.html
Earley, P. Cultural intelligence. Harvard Business Review. https://hbr.org/2004/10/cultural-
intelligence
Parker, R. (2018, March 7). 4 tips for improving cultural intelligence in the workplace.
TheSelfEmployed.com. https://www.theselfemployed.com/4-tips-improving-cultural-
intelligence-workplace/

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Written Assignment Unit 4

University of The People

Managing in Global Economy

Cultural intelligence, or cultural quotient (CQ), is defined by Earley & Mosakowski

seamlessly adapt to many cultural situations. Employees with a low CQ risk

miscommunication, loss of trust, and demotivation. Individuals or companies with a high CQ

because they are more tolerant and trusting of their employees.

Description of the Case and Identification of Major Issues

efficacy? Discuss how her behavior exhibits each level.

what is seen. It made her even more frustrated and pessimistic.

How does Kalia’s self-efficacy impact her leadership?

to her inability to cope with the continual stress.

promotes the development of cultural intelligence.

educate them that everyone works in a different way.

not discourage her.

intelligence teamthrough learning from one other's perspectives.

Retrieved from: https://saylordotorg.github.io/text_leading-with-cultural- intelligence/index.html

Earley, P. Cultural intelligence. Harvard Business Review. https://hbr.org/2004/10/cultural-

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