Cross-Cultural Leadership Capabilities

Running head: CROSS-CULTURAL LEADERSHIP CAPABILITIES 1

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CROSS-CULTURAL LEADERSHIP CAPABILITIES 2

Cross-Cultural Leadership Capabilities

Culture is a whole set of attitudes, values, social rules, prejudices, and beliefs, which

control the behavior of a certain group of people. Since these can vary significantly from one

culture to the other, it is usually challenging to comprehend and work together with

individuals who come from different cultures. Notably, a similar challenge is found in the

diverse demographic classes such as different ethnic groups, generations, genders, political

parties, and religious affiliations among others. Even though the current assessment is

referred to as the “Intercultural Effectiveness Scale,” the dimensions being assessed can be

applied to any difference linked to the behaviors, assumptions, values, and beliefs, which are

not share two individuals or two groups of individuals.

The Domains of IES

The IES pays attention to the six main areas, which influence whether a person is

possibly to get along with others whose demographic or cultural background is different from

theirs. The six dimensions linked to three main competency areas. One of the areas is how

people learn regarding others and the precision of such learning; what is referred to as

continuous learning. The second are concerns how people develop and control relationships

with others who are different from them, what is referred to as interpersonal engagement. The

third competency area concerns how people manage stress and challenges involved in the

interaction with others representing demographic and cultural differences; hardiness. Each of

the three competency area consists of two dimensions, which one can have to assess on.

Continuous Learning

Individuals who constantly work towards learning new things are found to be more

successful in working across demographic differences or cultures compared to those who

accommodate only those people they are already familiar with. Notably, continuous learning

CROSS-CULTURAL LEADERSHIP CAPABILITIES 3

is a significant factor of intercultural efficacy, and consists of two major dimensions;

Exploration and Self-awareness.

Self-Awareness

The dimension is used to measure the extent to which an individual is constantly

leaning about oneself. The dimension assesses how aware one his of his interpersonal style,

strengths, weaknesses, and behavioral patterns and how they impact other people. Higher

scorers continuously assess their personal growth and give a reflection on what they are able

to learn from experience. On the other hand, lower scorers have a tendency of having little

interest in self-discovery and find it hard to make out how they have affect others and seem

not to be self-motivated to comprehend such process or to actually discover their weaknesses

and strengths. On this dimension, my score is 3 and this indicates that I am in the moderate

category. I have fair interest in learning about others and discovering myself.

Exploration

Being open to norms, behaviors, ideas, and values, which are different from one’s ow

is another significant feature of continuous learning. The dimension is used to asses a

person’s basic willingness to learn fresh thing and strategically look for fresh experience,

which can bring about learning or change in one’s behavior or perspective and as well

encompasses the capability to learn from one’s mistakes. Those who score high in

Exploration are quite curious, open to new experiences and ideas, and are inquisitive. On the

other hand, those who score low on this dimension have a tendency of having a strong

preference for retaining current traditions, ways of thinking, and habits. Such people are

normally not curious regarding the world around them and mostly learn just because the

condition they find themselves that require them to act to satisfy someone’s expectations. In

the Exploration dimension, I have a low score of 2. Essentially, this indicates that I prefer

CROSS-CULTURAL LEADERSHIP CAPABILITIES 4

maintaining the current way of thinking, traditions and habits and I only act when it is really

necessary

Interpersonal Engagement

Developing positive interpersonal relationships is imperative for effectual performance

within a diverse or intercultural setting. Interpersonal engagement consists of two

dimensions; relationship development and world orientation.

World Orientation

The dimension is used to measure the level to which one has interest in other cultures,

as well as in people who dwell in them. The people who score high in this dimension

constantly expose themselves to information regarding other cultures; consequently, this

intensifies their capability to obtain common ground with various kinds of individuals. On the

other hand, those who score low seem to be satisfied with familiar people and things, and

make minimal effort to learn about other cultures. As a result, this reduces their chances to

engage other people, find common ground, and comprehend.

Fundamentally, culture is a whole set of attitudes, values, social rules, prejudices, and

beliefs, which control the behavior of a certain group of people. Since these can vary

significantly from one culture to the other, it is usually challenging to comprehend and work

together with individuals who come from different cultures. Notably, a similar challenge is

found in the diverse demographic classes such as different ethnic groups, generations,

genders, political parties, and religious affiliations among others. Even though the current

assessment is referred to as the “Intercultural Effectiveness Scale,” the dimensions being

assessed can be applied to any difference linked to the behaviors, assumptions, values, and

beliefs, which are not share two individuals or two groups of individuals

CROSS-CULTURAL LEADERSHIP CAPABILITIES 5

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