Abstract

In the work environment, people come from various backgrounds. Employees are socialized
differently. However, organizations are faced with this problem, while still being expected to
deliver on their goals. To have synergy and efficiency there is a need to understand each
employee. Part of this understanding arises from a point of knowledge. Cultural intelligence is
one key mover. Allowing employees to interact freely is arguably one of the biggest benefits of
cultural intelligence. Cultural appreciation is important especially during team work. The paper
seeks to examine the impact of cultural intelligence on organizations. The paper goes further
giving examples of how productivity at the workplace can be improved using cultural
intelligence. There is no doubt that serious institutions and organizations employ cultural
intelligence to improve the consumer experience and relationships between their own staff. The
need for synergistic operation yields better results. Perhaps these are the reasons why it is
important to study cultural intelligence.

Cultural Intelligence

Cultural Intelligence is at times referred to as cultural quotient (CQ). As the name

suggests, this type of intelligence is based on awareness and appreciation of diverse cultures of
people one interacts with. The Intelligence that is formed from this awareness often improves
understanding, communication, and cooperation between the two culturally different entities. A
key driver of CQ is the need to adapt. A new environment or being surrounded by unfamiliar
culture or environment can be a challenge to most employees. Therefore, there is need to be
equipped with requisite, knowledge, behavioural and metacognitive abilities to identify the
differences, similarities and adjust accordingly (Ang & Dyne, 2015). Cultural intelligence is
important in organizations. Performance is affected by both internal and extrinsic factors like
culture and interactions.
The awareness that arises from cultural intelligence is important in the workplace. Most
of the time employees are required to work as a team. The work environment is very demanding
and in order to work in harmony teamwork is critical for any organization. In the absence of
teamwork, certain objectives cannot be easily achieved. Employees need an input both
horizontally and vertically from their superiors and fellow colleagues. However, it is impossible
for instance, to complete a task alone that, due to specialization, may require an input of other
workers.
The need to interact with colleagues to accomplish a given task dictates the need for
good relations. The relationship between workers can only be improved with better
understanding of each team member's culture. The understanding is not limited to fellow
colleagues. Top organization decision makers often are faced with the challenge of having
minimal interactions with their juniors. Decisions passed down to juniors often need the
awareness and appreciation of the diversity of the team. These may include, scheduling of work
hours, consideration of people’s belief systems and practices. An organization would be inclined
to respect their employee's absence during certain hours for instance in line with their personal
practices.

Impact of CQ to the workplace

Cultural intelligence plays a great role in workplaces. The first role is the recognition
of diversity in the work environment. The realization that co-workers come from different
cultures improves understanding amongst workers. Attitudes and the way of life are heavily
influenced by culture. An example is, generally in the Orient, looking at one's eyes directly, is a
sign of disrespect. In the American setting, however, looking straight into one’s eyes, is a show
of confidence and a marker of sincerity.
CQ is critical to an organization in understanding how culture influences people’s
thoughts and behaviour. Certain employees act in a certain manner based on their cultural
dictates. They range from salutation, perceptions of leadership, time management and expression
of ideas. If an employee comes from a society that is largely conservative, it may influence their
participation to certain extent. Certain conservative individuals find discomfort in a liberal
company’s policies
Organizations in the recent past, especially in the tech world, have adhered to non-
strict corporate dressing and environments. An example is Facebook. For instance, when an
employee from a company that adheres to strict corporate dressing and formality comes to such
an environment they are bound to find it challenging adjusting. The liberal nature, casual
dressing, open office format, and structure of such a company may prove to be challenging.
Cultural intelligence would, however, assist both the newcomer and the current employees to
reach an understanding and subsequently adjust.
It is often argued that individuals with high CQ have good interactive skills (Ang &
Dyne, 2015). Normally, it easy to relate and interact based on understanding co-workers. The
understanding is premised on knowing cultural and personal boundaries. After all, conflict often
arises from misunderstandings. Culture often informs how individuals solve problems. More
often than not, these conflicts are fanned by the difference in culture. An individual who comes
from a strictly paternal setting would have a personal bias. Influence on their receptiveness to
orders, participation and co-operation with both people of similar or different gender is affected.
Good communication is key to success in places of work. Instructions are issued, ideas
mooted and conflicts are resolved through proper communication channels. There are different
levels of communication namely vertical and horizontal. Evidently, it is impossible to be a good
communicator with zero CQ. A person's communication skills is heavily influenced by the
attitudes, response, and execution of instructions or goals of a company. Based on this it is
incumbent upon the company to ensure that appreciation of diversity in culture.
During team work employees often are required to moot ideas and execute them. In
such settings, personalities, cultural differences often come to the fore. The awareness of these
differences than diffuse tension and promotes understanding. A team is, therefore, able to
execute its duties expeditiously without interference from sideshows. For instance, a female
employee who comes from a patriarchal society is less inclined to talk in the presence of male
colleagues. CQ would, therefore, enable the members of staff to acknowledge this fact and act
appropriately.
Cultural intelligence is important to leaders to ensure the team is productive. The level of
awareness of cultural difference on the leader’s part is crucial in human resource mobilization.
By understanding the employees, the leader creates a conducive environment for input from their
juniors. There is also a clear channel of communication between the leader and the juniors.
Certain individuals are socialized to view leadership as domination. Juniors from these
backgrounds are more submissive than their counterparts. Such employees would construe a
difference in opinion with their leaders as being rude and disrespectful. A leader who is fully
aware of such would gladly understand such an employee. Instead, the leader would remedy this
by imploring them to freely express themselves.

Importance of CQ to the organization (Employees and Managers)

There is a great difference between organizations that make use of cultural intelligence from
those organizations that do not. The latter has a competitive edge in performance than the former
(Parent, Ph. D. & Lovelace, Ph. D., 2015).The followings are some of the benefits an
organization that utilizes cultural intelligence enjoys:

Establish a common ground:

No organization can be operational without the involvement of people. The success of any
organization is based on healthy relationships. Organizations register profits from solving other
businesses or client problems. Good relations and establishing a common ground based on
understanding promotes efficiency and service delivery. The knowledge is well illustrated in
cultural intelligence. If employees are constantly at loggerheads, service delivery will definitely
be affected. In this healthy environment, employees get to improve their skills through teamwork
enabling them to establish a common ground during the problem-solving phase thereby
establishing solid framework within the team (Parent, Ph. D. & Lovelace, Ph. D., 2015).

Communication effectively in different cultural setting:

Good communication translates to further success in an organization. Dealing with

customers’ and making sales need great communication. Most customers often approach an

organization because they feel their well-being is prioritized. For an organization to understand

what their customer needs, communication is important. Through CQ, knowledge of a client’s
culture helps in solving emerging issues. An organization with this knowledge always has an

upper hand. Customer care is highly dependent on CQ. Queries, complaints, and compliments

are easier handled by trained customer care staff with a higher CQ. Good communication also

helps the employees to know how to deal with others within and without the workplace.

Creating effective relationships founded on giving standing to people’s variances:

Many organizations are composed of people from different cultures, languages and belief

systems. They are all needed to work together for the success of the whole organization. It is

usually a challenge working with different personalities coupled with culturally different people.

However, through cultural intelligence, people are trained how to relate to each other. For

example, executives are encouraged to familiarize themselves with their juniors’ culture.

Cultural intelligence helps people to respect and appreciate each other’s cultures. The effect of

this familiarization is the feeling of belonging and better understanding the junior employees.

Exploiting teamwork in groups where individuals reason differently:

In any organization, teamwork is crucial. There has always been a perception that it is

difficult to make people from different cultural backgrounds work together. By learning other

people’s culture, employees become more comfortable relating. The benefits that accrue to

teamwork include efficiency and expeditious nature of achieving goals. In addition to the

organizational goals, there is the benefit of bonding and team building that comes with

teamwork. Learning from each other is arguably the biggest benefit of teamwork ( A. & C.,
2017). The acquired knowledge is not only restricted to work but co-worker’s personality and

culture are influenced. The end result is stronger bonds of friendship amongst employees.

Changes that Improve Invention Advance and Evaluate Intercultural Communication:

When different people are put to work together there is the possibility of coming up with

new ideas resulting in innovation. These innovations if introduced to an organization, not only

solve problems but have large monetary rewards. In turn, more customers and clients get

solutions which eventually translate into success. Employees benefit from interacting. There is

learning from each other, encouragement, collection and exchange ideas (Varner & Beamer,

2011). The exchange of ideas is a key driver of innovation. Freely airing of differences in

opinion or ideas is inhibited if there is no understanding or appreciation of cultural differences.

Organizations that involve design are arguably the biggest beneficiary of cultural intelligence.

Shoe and clothing design is nowadays steered by cultural identity. The niche markets dictate that

organizations need to get it right. To achieve this, organizations heavily rely not only on market

research but also staff who actually fit that particular demographic. An example is designing

skating shoes. An organization would employ market research built, would gladly use the input

of an employee with skating experience or cultural adherent.

Provide ways to improve success and people performance:

Organizations that employ cultural intelligence have a tendency of making more profits

than those that don’t. Partly, this is attributed to the employee’s experience. Creating a good
working environment of understanding in an organization greatly improves performance. An

organization that has a healthy culture brings out the best from its people. Superiors find it easy

to engage their juniors and strategize on improving performance. Establishing collective and

personal challenges which hinder performance is easy. In turn, this makes organizations progress

faster in attaining their goals. Properly channelled energy amongst team players improves output.

The benefits are felt in more sales, improved product image among other benefits. Usually, the

more an organization makes, the more the employees’ wages increase (Ang & Dyne, 2015). The

synergy between the two translates to better performance from the employees.

Motivating employees and bring the best out of them:

In any organization, it is of great essence to encourage employees and bring the best out

of them. The overall performance of an organization is impacted by improved productivity of

employees. Good relations between employees is a key motivating factor in an organization. A

peaceful environment is a driving force in bringing out the best out of employees. Employees

benefit directly by improving their skills and being better from their specialization (M., R, & L.,

2017). Motivation is partly drawn from the family-like environment. Most employees often get

attached and work harder based on this feeling and sense of belonging.

Any organization goal is expansion. Expanding beyond borders not only increases a

company's visibility but also the market (Samson & Draft, 2015).Therefore, there is a need to be

aware of the other nation’s way of life. Organizations using cultural intelligence have an upper

hand in business since they teach their employees on the subject. Marketing products and

relating to the customers while already equipped with CQ. Jobs creation resulting from this
expansion in foreign countries creates an influx of foreign culture that an organization ought to

adjust to. The new market and culture dictate products specifically tailored for this demographic.

Measurement of CQ

Although CQ is a relatively new concept in the international business, there are ways through

which it can be measured. The most known public instrument in measuring CQ was devised by

Ang and colleagues in 2017. CQ measures do not directly assess one’s know-how or abilities.

Instead, it tends to ask the respondent to subjectively evaluate the report of their ability.

Employee's familiarity with the traditions and customs of a different country are checked. The

knowledge is subsequently assessed if it’s properly adapted to by the subject in their new cultural

surroundings. The answers are often provided on a scale of 1(I have no clue) to 5 (I know very

well). A perfect score of high CQ is a 5.

Effects of CQ on cultural judgment

Conformance to administration rules:

CQ contributes greatly to high performance. Employees respecting the administration and

the rules is based on this. Rules, after all, are made to ensure the organization delivers on its

goals and objectives. Employees get to work, complete assignments expeditiously in conformity

with the relevant authority. The proper execution of duty helps a great deal in the daily running

of the organization. Since there is no delay in decision making, proper execution of tasks

premised on CQ (Ang & Dyne, 2015).

Appropriate behaviour towards clients:

Employees who have been trained on CQ are very exceptional. They perform their duties and

customers are usually satisfied. In case a client experiences a problem, a follow up can easily be

made. Such employees have a friendly relationship with their clients drawing majorly from CQ.

Often this creates a favourable rapport with client feedback on suggestions and complaints which

are valuable to the organization (Judge & Boyle, 2014).

Enthusiasm:

Experts have posited that employees who have gone through CQ, execute their tasks efficiently

and expeditiously. Arguably enthusiasm to work could be a reason. High CQ is not only

restricted to individuals but the organizational culture. Often it is easier to work where one

clearly understands what is required of them. Friendly, understanding environment of employees

by management and fellow staff promotes enthusiasm amongst employees. (Judge & Boyle,

2014).

Learning efforts:

In many cases, employees who have gone through CQ make efforts to improve their job-

related skills (I., R, & Mahdi, 2012). Often this improvement is drawn from their co-workers

who know or a more skilled than them. The exchange knowledge and ideas in an environment

that are friendly is easy. The environment can only be created with the understanding and

appreciation of differences. It can be argued that without appreciating differences in culture how

is it possible to acknowledge the creative and ideological differences?

Flexibility:

Workers who have a higher CQ are more flexible than their counterparts. They own up easily

and apologize and correct their mistakes. (Carlopio & Andrewartha, 2014). Often, they do not

insist on their opinions and always accept the guidance. Premised on the acceptance and

appreciation of the differences that exist they easily understand their flaws. The flexibility

exhibited is informed in part by the realization that the team comes first. It is easier to make

progress in case there are any changes that need to be made in the organization.

Reliability:

The type of employees who go through CQ training is very reliable. Cultural awareness of an

organization promotes reliability. Tasks are executed as per the company policy or guidelines. In

turn, employees become more reliable. Reliability is based on the collective responsibility

inculcated by the organization policies.

Collaboration:

High CQ promotes collaborative culture in organizations (Livermore, 2011). Active

participation in decision making and execution of duties is easier for employees. In part, the level

of freedom of expression means asking for a hand is not hard. Equally, co-workers would be

willing to assist where possible to achieve organizational goals. Usually acting hand in glove

with others team players is part of an organizational culture.

Cultural adaptations within the organization to achieve the organizational goals

Leaders as champion:

A leader is clearly important mover in organizational cultural change. They determine

whether the organization is following its culture or not. Leadership, it has always been argued, is

based on being the perfect example. Employees are inclined to follow their leader's example and

uphold some of their cultural values. Cultural intelligence champions in organizations are

essentially leaders. If a leader is appreciative and understanding of cultural diversity it will be

felt by their juniors. Leaders carry the vision and goals of the organization. No function in the

organization can be executed without them. The influence of a leader cannot be underestimated.

For example, more finances and emphasis are put on the departments where leadership

development programs are to be implemented (Judge & Boyle, 2014). An organization banks on

shrewd leadership to steer itself to greater heights.

Group alignment:

Teamwork is a common tradition in many organizations. When it comes to the creation of

organizational culture, teamwork is important. It works efficiently in groups during

brainstorming of ideas. These sessions at times lead to alteration of culture. In these

organizational groups, it takes time before an idea is implemented. Therefore, there is assurance

of great changes in case there is any. It is critical for an organization to have a group alignment

and work as a team. Perhaps this is the reason why the recent approach of most companies is

opting for team friendly titles like team leaders for seniors and team members for juniors. The

group alignment, provides sense of belonging and promotes productivity in the workplace.

Following of traditional alteration:

Tracking of culture change assesses how the organization’s way of doing things has been

misaligned over time. These may be in terms of small group practices or whether there are
problems which could undermine the cultural ethics of an organization. Great importance to

track culture and make adequate adjustments to reap higher organizational goals. If an

organization has been having negative cultural practice, for instance, the need to reform is

undeniable. The relevant changes can only be noticed and implemented premised on CQ

knowledge. Training of staff on CQ can also bring about so much change towards positive

culture in an organization.

Cultural Intelligence effect on performance

CQ affects the performance of an organization in many ways. There is a direct link

between organizations that employ cultural intelligence and success. The issue is premised on the

work environment is conducive to productivity. Organisations are run after all by human beings.

Part of the reason attributed to organizations that employ CQ performing well could

be linked to staff satisfaction. Individuals who work in environments that are less stressful often

deliver. Employees are likely to bring new ideas where they are heard. A family atmosphere, for

instance, gives a sense of belonging and organizational loyalty. The end result of this type of

setting is collective responsibility and determination to achieve organizational objectives.

Leaders perform better when they are equipped with cultural intelligence.

Management of people often involves paying keen attention to each individual to bring out the

best in them. The contemporary leader is faced with this reality. Therefore, most leaders grow to

be effective in their management style drawing heavily from CQ. The effect is even junior

employees get to deliver under the stewardship of an able leader. Important organizational

objectives like innovation are easy due to the free-flowing communication between leaders and

their juniors.
 Perhaps the biggest effect of CQ on an organization is it sets a tradition and culture.

Organisations that have values constantly practiced, ultimately convert these values to norms of

the institution. Organisations would, therefore, pass the culture to successive managements and

employees. CQ, therefore, is a primary instrument of setting up an organizations tradition. These

may range from the social distance between juniors and their superiors, modus operandi, conflict

resolution and reward system. A company that has annual reward system would be hard pressed

to cancel such since it has already been inculcated in the organization.

Conclusion
Cultural intelligence has proven to be worthy of use in every organization in the world. It's

attributes of impacting both personal and organizational aspects perhaps make it important. With

CQ knowledge, an organization can benefit directly from teamwork, improved communication

skills and, motivated workforce. On a personal level, it has the effect of improving cultural

appreciation and social interactions. Organizations and individuals ought to equip themselves

with CQ to improve their organizational performance but personal goals too. Making people

know of their organizational cultures is important. Particularly, it helps in rewarding and

recognition of those who uphold it. Equally, it is a factor to consider when transferring culture

from one management to another or one generation of an organization to another. Mostly, this

practice is passed on through constitutions and other written forms. Some of the organizational

goals are long term. Several management bodies use them to manage the organization to achieve

the long-term goals. An example is an organization supposed to transfer the culture rewarding

the most performing employee. Hinged on encouraging employees to work hard, this culture can

be upheld by successive organizations. It is therefore undeniable that any organization seeking to

reap higher rewards focus on cultural intelligence. This can be achieved through training and
policy guideline. Peer review and benchmarking with other organizations can be important on

this front.