Whether traveling abroad or working at home, businesspeople routinely face challenges when it comes to understanding the culture of others. When misunderstandings occur, relationships suffer. The good news is that cultivating cultural intelligence is a skill that can be learned, and Brooks Peterson tells you how. Packed with dozens of engaging stories, case examples and humorous contemporary catoons, Culture Intelligence is the perfect antidote for overcoming cross-cultural differences, improving workplace communication, building solid business relationships and contributing positively to your organization's bottem line. More than 15,000 people have used the Peterson Cultural Style Indicator. Here, Dr. Peterson defines what cultural intelligence is and explores the skills and characteristics required to work effectively with international clients, customers and business partners--or inside any team, department or organization with a rich mix of cultural perspectives. Using a set of twenty business-oriented dimensions, the author helps you examine your own cultural style and determine that of others in six vital areas: management, strategy, planning, personnel, commucation and reasoning. The crowning piece is a powerful set of key action steps for increasing your own cultural intelligence.

This book helps a manager understand and assess personal cultural intelligence and how to leverage this capability in diverse work environments.

What is CQ? And why do leaders need it in our increasingly connected world?

An intercultural ministry expert demonstrates the necessity of Cultural Intelligence for effectively serving an increasingly diverse church and world.

Right now, vast amounts of time and money are being invested all round the world in building global brands and organisations. But where are the global leaders who will lead them? Leaders who can cross cultural boundaries: between east and west, and north and south; between faiths and beliefs; between public, private and voluntary sectors; and between the generations? Where are the leaders who can lead in what Julia calls the “magnet cities” of the world: where the world's most talented young people will convene? Because these people will simply turn their backs on bosses who demand that their teams think and behave alike. The race is on to develop leaders with CQ. And this book is designed to give readers a decisive head start. In the process, Julia has spoken to leaders all round the world, and invited them to tell their own CQ stories: successful and disastrous, serious and funny, poignant, pragmatic and often highly personal. The result is surprising, challenging and frequently uncomfortable (there is no simplistic advice here about how to exchange business cards in the correct local manner). But the ambition is huge. As is the prize for the next generation of leaders who see the opportunity she outlines - and grasp it.

Presenting a universal set of techniques and people skills that will allow you to adapt quickly to, and thrive in, any cultural environment, this book will show you how to discard your own culturally based assumptions and pay careful attention to cues in cross-cultural situations. --

This book provides a comprehensive review of both the theoretical development and empirical study of the concept of cultural intelligence. A review of previous work on cross-cultural competence provides an historical backdrop against which the two main theories of cultural intelligence are presented. These two approaches, as well as the assessments derived from them, are compared and evaluated. Issues associated with the measurement of cultural intelligence are examined in detail. An important feature of the review of the empirical work on cultural intelligence is that results are discussed in terms of the relationship of the four sub dimensions of the Cultural Intelligence Scale (CQS) and also that results using the Short Form Cultural Intelligence Scale (SFCQ) and other measures of the concept are included. The review of empirical work includes studies that cast cultural intelligence as an antecedent, as a dependent variable, and as a moderator and a mediator. Cultural intelligence at the group and organizational levels are also discussed. Finally, this review sets the stage for a discussion of appropriate future directions in the study of cultural intelligence. Scholars in organizational psychology interested in the concept of cultural intelligence will find this an essential guide.