Management

{draw:frame} MASTER OF BUSINESS ABMINISTRATION GROUP ASSIGNMENT Executive Summary GLOBAL LEADERSHIP SUCCESS THROUGH EMOTIONAL AND CULTURAL INTELLIGENCES INTRODUCTION With rapid globalization of the world, jargons like multinational companies, cross-cultural organizations are extremely becoming popular. It is also not very uncommon to see that a company has its root in some part of the world and its operating branches in another part of the world, yet working in full cohesion and with great productivity and success .If one happens to analyse the intricacy of such global success, the people and their leaders behind the entire process are to be given full credit. Since leadership is a people process; leaders have to undergo a journey of self-discovery and personal understanding which can be imparted through the understanding of emotional and cultural intelligences. EMOTIONAL INTELLIGENCE ASSESSMENT DEVICES Emotional Quotient Inventory EQI: psychological background Emotional Competence Inventory ECI : focus on business application {text:list-item} {text:list-item} {text:list-item} {text:list-item} Mayer-Salovey-Caruso Emotional Intelligence Test MSCEIT: emotional problem-solving test: perceiving emotions, using emotions, understanding emotions and managing emotions. Changing the emotional behaviour which stems from the various emotional responses that humans experience is the greatest difficulty. Due to the vast diversity of human culture, emotions are read and expressed in different ways. Thus cultural intelligence becomes important. It enables leaders to translate the varying EQ of cultures into appropriate actions for their specified culture. Emotional intelligence therefore is essential for promoting Cultural Intelligence. CULTURAL INTELLIGENCE Cultural intelligence (CQ) is defined as a “_person’s capability for successful adaptation to new cultural settings for attaining success, progress and benefits to the organization._” (Alon & Higgins, 2005).. It can be used as a key to successful foreign assignments by the top managers to lead their organizations in the 21st century. This also enables the managers to understand the regional and ethnic cultural diversity of their working environments and cross-cultural community of workers around the world. One advantage of cultural diversity is the potential for innovation arising from the presence of multiple perspectives. CQ facilitates the reconciliation of differences and conflict, and enhances the probability of arriving at culturally synergistic solution that embraces the ideas or interests of various parties. Given below are a few of the facilities/instruments which can help any individual/leader to enhance and progress in attaining the cultural intelligence for efficient productive purposes. ASSESSING INSTRUMENTS Primary assessment: paper-and pencil inventories, role play exercises, behavioural assessment centres, self monitoring scales, cultural shock inventory, and intercultural communication inventory tests (Early & Peterson) Cognitive knowledge, motivation and behaviour are the three most important requirements to access an individual’s cultural intelligence. Cross-Cultural Adaptability Inventory Test (Kelly&Meyers): ability to adapt to different cultural settings and interact with people from other cultures. ARGUMENTS The success of the leadership not only depends on the leader himself but his followers and the situations in which he is involved. A leader without emotional and cultural intelligences faces difficulties in understanding people which leads to inflexibility in adapting appropriate leadership styles in different situations. CONCLUSION It becomes increasingly important that the leader’s success is not only a measure of the individual traits but also depends to a great extent on the emotional and the cultural intelligences as well. According to an article by Indiana University, Kelley School of Business, it cites a statement given by the head of the GE, Jack Welch as follows, thus emphasizing the success of a leadership to emotional and cultural intelligences. REFERENCES: Richard L. Daft, 2005, The Leadership Experience, Ohio, South – Western.