GLST Book Application 2_ Leading with Cultural Intelligence

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Jan 9, 2024

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LIBERTY UNIVERSITY RAWLINGS SCHOOL OF DIVINITY Book Application: Leading with Cultural Intelligence Submitted to Professor David Jones In partial fulfillment of the requirements for the completion of GLST 650- D06 Intercultural Communication by Marshai Taylor-Aulton May 1, 2022

Contents Introduction ..................................................................................................................................... 2 First Lesson: Grow my CQ Knowledge ........................................................................................... 3 Second Lesson: Understand my CQ Drive ...................................................................................... 4 Third Lesson: Eat and Socialize ....................................................................................................... 4 Fourth Lesson: Become More Aware .............................................................................................. 5 Fifth Lesson: Gain Experiences ....................................................................................................... 6 Conclusion: ....................................................................................................................................... 7 Bibliography .................................................................................................................................... 8 1

Introduction To begin, cultural intelligence (CQ) is defined as the capability to function effectively across national, ethnic and organizational cultures. 1 In today’s business environment across the world internationally and locally, CQ is imperative in order to have healthy and effective leadership. Many leaders interact cross-culturally in various ways daily. Some executives, CEO’s, and managers travel the world, dealing with unfamiliar foods, customs and business practices. Others are unambiguously trying to manage the diversity in their own office spaces and oversight of their employees locally. Familiar sights and signs may surround you in any airport where McDonalds sells McFlurries, but don’t let that fool you into thinking that you can conduct business the same way everywhere. As similar as people and environments may seem, you must adjust your manner, communication styles, and even sense of humor to suit your audience’s culture. Culture is, relatively, any group of people who have a shared way of seeing and making sense of the world. David Livermore in his writing of the book “Leading with Cultural Intelligence : The New Secret to Success”, shares principles of how to function and interact cross-culturally. These principles are applicable for those who are operating in leadership roles, whether you are the CEO, employee manager, team-lead, ministry leader, or simply an individual who wants to learn how to become an effective leader with knowledge of cultural intelligence. He shares principles such as understanding your level within your CQ drive, knowledge, your CQ action, and how to improve as a culturally intelligent leader. In this essay, I will discuss four lessons I learned to aid in my growth as a servant in ministry as well as an up-and-coming ministry leader. 1 Livermore, David, and ANG, Soon. Leading with Cultural Intelligence : The Real Secret to Success . Nashville: AMACOM, 2015 2

First Lesson: Grow my CQ Knowledge The first lesson I took away from David Livermore’s cultural intelligence principles was to grow in my CQ knowledge. I will admit, often when interacting with those of a different cultural background and manner, I am unknowledgeable as to why that group/individual operates in their speech, attitude, communication cues, and physical signals, and can sometimes pass assumptions quickly due to my misunderstanding. At times, I can interpret one to come off rude and get offended when there is a possibility that their interaction is based on their cultural practice and not an intention to hurt my feelings. Livermore states, “By growing your CQ Knowledge, you can better understand things you may otherwise miss when moving into a new cultural context. This involves understanding the rules, albeit often unspoken, that are behind the behavior and assumptions in a particular culture—whether that’s an ethnic group, an organizational culture, or the subculture of a political party or religious group. The objective of the acquired understanding isn’t to become like the people in that cultural group or to be able to play their games. The goal is to understand and appreciate the rules behind their lives and society so that you can effectively lead.” 2 This entails that I do not have to be defensive and feel that I am putting my own cultural values completely on the back-burner, but opening my heart to commune and fellowship with those who are of other cultures and taking the time to learn their customs and values in order to share the gospel, witness, and be able to lead those who also have diverse cultural behaviors and practices. Going forward, I will take the time to gain knowledge on the background of those who I serve with in ministry who have differing cultural backgrounds than I do. Second Lesson: Understand my CQ Drive 2 David Livermore, Leading with Cultural Intelligence: The Real Secret to Success , Second Edition. (American Management Association, 2015), 70. 3

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