GLST Book Application 2_ Leading with Cultural Intelligence
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Liberty University *
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Philosophy
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Jan 9, 2024
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docx
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9
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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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