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Cultural intelligence is the capability of a person to adapt effectively to different cultures. This capability has been investigated in areas such as management, military, and education. However, there are no studies in sport referring to this capability. It is important to study cultural intelligence in sport because of the increased globalisation resulting from coaches' and athletes' migration across countries and clubs. This study aimed to develop the CQsport and examine its factorial structure and psychometric properties; and examine coaches' cultural intelligence and their perceived cross-cultural training needs. Participants were 209 football coaches either with or without international experience. Participants completed an online survey consisting of CQsport and a cross-cultural training needs questionnaire. We used a Multi-Group analysis, within the SEM approach, to test group differences in the CQsport and performed a One-Way ANOVA for comparisons across groups concerning cross-cultural training needs. Coaches with international experience rated themselves with more cultural intelligence in the sports context than coaches with no international experience on the metacognitive, cognitive, motivational and behavioural dimensions. Coaches with international experience also self-rated fewer training needs than coaches without international experience. This study represents the first attempt to examine football coaches' cultural intelligence and their cross-cultural training needs.

Business today is global - and success requires a new set of skills. Whether you're negotiating with vendors in Asia, exploring potential markets in Africa, or leading a diverse team at home, you don't have to master the nuances of every culture you encounter. This book will show you how to lead effectively in any context. Featuring fresh research, case studies, and statistics on the ROI of improving your cultural intelligence (CQ), this new edition details a powerful, four-step model for becoming more adept at managing across cultures: drive - boost your motivation for and confidence in interacting with other cultures; knowledge - understand the relevance of differences in religion, values, norms, and languages; strategy - plan ahead for unfamiliar cultural settings, but remain flexible if actual experience differs from expectations; and action - successfully adapt your behavior to each situation. --

AbstractThe article examines the cross-cultural transferability of widely accepted cross-cultural assessment tool using research conducted in Ukraine - the Cultural Intelligence Scale (CQS), insights from the American and Ukrainian researchers who translated and adapted the instrument in Ukraine. Within the qualitative focus group study researchers look at the peculiarities of CQS perceptions by the Ukrainian audience sample and identify barriers of these perceptions, peculiarities of perceptions of citizens of Ukraine regarding cross-cultural interaction.

Given increasing globalization and the foreign-born workforce characterizing many organizations around the world, managers are increasingly called on to effectively manage a culturally diverse workforce. One way to increase the cultural intelligence and empathy of managers was proposed by Ragins, who indicated that mentors in diversified mentoring relationships (DMRs) may become more culturally intelligent and empathic as a result of exposure to the situations and challenges faced by their lower power protégés. To test this proposition regarding the efficacy of DMRs, a quasi-experimental design was employed using an experiential training intervention involving DMRs between primarily White, affluent student mentors and newly resettled refugees to the United States. Grounded in the theoretical foundations of contact theory and DMRs, our findings suggest that DMRs of even limited duration may be influential in increasing cultural intelligence and empathy.

Cover; Contents; Foreword; Thank you; Introduction; Part One: What is Cultural Intelligence (CQ)?; IQ; EQ; CQ; Are they sequential?; Diversions and dead ends; One final twist; Part Two: Why do I need CQ?; The need for collaboration; The reality of networks; The importance of trust; The demands of demographics; The spark of innovation; The urban magnet; Growing world, shrinking leaders; The pressure to focus; Scenario: Past, present, future: how influential are they?; Part Three: Developing your CQ: Core and Flex; A constant review; More than 'values'; Enough Core; But not too much Core.

This study sought to determine manager's intrinsic motivation to engage multiculturally in the workplace as the managers varied by demographic background. Participants were a convenience sample of managers on supervisory level, middle level and senior level (n=550; Male 54.9%; Black ethnicity 64.4%). They completed the Motivational Scale of the Managerial Cultural Intelligence Measure. The data were analysed by means analysis of variance procedures to determine workforce diversity ability by managerial level and other demographics. The results showed a managerial level effect in that senior managers were significantly more motivated to get information about other cultures in the work group compared to middle managers and supervisors. Supervisors were significantly more willing to change their views of other cultures with learning as compared to senior managers and middle managers. Generally, managers with a shorter employment history are more motivated to engage with multi-cultural groups compared to those with a longer service history. Managers' motivation to engage multi-culturally would enhance their competence in working with a diverse workforce and thereby embracing true democracy in the workplace.

Intro -- Acknowledgments -- About the Author -- 1. MANAGING A WORLD OF DIFFERENCE -- 2. INTERACTING ACROSS CULTURES -- 3. THE CULTURAL INTELLIGENCE ADVANTAGE -- 4. UNDERSTANDING CULTURE -- 5. UNDERSTANDING AND DEVELOPING YOUR CQ DRIVE -- 6. UNDERSTANDING AND DEVELOPING YOUR CQ KNOWLEDGE -- 7. UNDERSTANDING AND DEVELOPING YOUR CQ STRATEGY -- 8. UNDERSTANDING AND DEVELOPING YOUR CQ ACTION -- 9. DEVELOPING CULTURALLY INTELLIGENT ORGANISATIONS -- 10. MOTIVATING ACROSS CULTURES -- 11. LEADING WITH CULTURAL INTELLIGENCE -- 12. MANAGING MULTICULTURAL WORK GROUPS -- Afterword -- Index -- Contact Us

This study sought to determine manager's intrinsic motivation to engage multiculturally in the workplace as the managers varied by demographic background. Participants were a convenience sample of managers on supervisory level, middle level and senior level (n = 550; Male 54.9%; Black ethnicity 64.4%). They completed the Motivational Scale of the Managerial Cultural Intelligence Measure. The data were analysed by means analysis of variance procedures to determine workforce diversity ability by managerial level and other demographics. The results showed a managerial level effect in that senior managers were significantly more motivated to get information about other cultures in the work group compared to middle managers and supervisors. Supervisors were significantly more willing to change their views of other cultures with learning as compared to senior managers and middle managers. Generally, managers with a shorter employment history are more motivated to engage with multi-cultural groups compared to those with a longer service history. Managers' motivation to engage multi-culturally would enhance their competence in working with a diverse workforce and thereby embracing true democracy in the workplace. [ABSTRACT FROM AUTHOR]Copyright of Journal of Psychology in Africa (Routledge) is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)