Cultural Intelligence as a Core Competence of Inclusive Leadership
TL;DR: In this paper, a systematic bibliometric literature review focusing on cultural intelligence as a core enabler of inclusive leadership (IL) is presented, which demonstrates that cultural intelligence is not only a main competence for both multinational leadership and global management but also a primary facilitator of inclusion.
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Abstract: We live and work in a fast-paced multicultural world where change is becoming a new constant. In this context, in which racially and ethnically diverse companies are 35% more likely to perform better, inclusive leadership’s role becomes crucial. Knowing to handle and fructify diversity and inclusion (DI) is now crucial for any multicultural businesses' expansion and development. On the other hand, cultural intelligence (CQ) refers to relating and working effectively and efficiently in culturally diverse situations. The purpose of this paper is to study and present a systematic bibliometric literature review focusing on cultural intelligence as a core enabler of inclusive leadership (IL). Our findings, rooted in the Web of Science Core Collection database and powered by VOSviewer bibliometric software, demonstrate that cultural intelligence is not only a main competence for both multinational leadership and global management but also a primary facilitator of inclusive leadership. Concretely, this research visually indicates a comprehensive direct link of the fields relating to CQ on one side and the ones related to multicultural and inclusive leadership on the other side. The bibliometric analysis is supposed to provide a solid reference for practitioners and researchers in multinational inclusive leadership's new needed competencies and also opens the door for future academic research and specific investigations.
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Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness
Amy E. Randel,Benjamin M. Galvin,Lynn M. Shore,Karen Holcombe Ehrhart,Beth G. Chung,Michelle A. Dean,Uma Kedharnath +6 more
TL;DR: In this article, the authors introduce a theoretically-grounded conceptualization of inclusive leadership and present a framework for understanding factors that contribute to and follow from inclusive leadership within work groups.
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Web of Science use in published research and review papers 1997–2017: a selective, dynamic, cross-domain, content-based analysis
TL;DR: This is the first study to empirically investigate the documentation of the use of the WoS platform in published academic papers in both scientometric and linguistic terms.
Beyond General Intelligence (IQ) and Emotional Intelligence (EQ): The Role of Cultural Intelligence (CQ) on Cross‐Border Leadership Effectiveness in a Globalized World
TL;DR: In this article, the authors proposed that cultural intelligence is a critical leadership competency for those with cross-border responsibilities and tested this hypothesis with multisource data, including multiple intelligences, in a sample of 126 Swiss military officers.
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Craig L. Pearce,Henry P. Sims,Jonathan Cox,Gail A. Ball,Eugene R. Schnell,Ken A. Smith,Linda Klebe Treviño +6 more
TL;DR: The authors extended the transactional-transformational model of leadership by deductively developing four theoretical behavioral types of leadership based on a historical analysis of leadership literature, including directive leadership, transactional leadership, transformational leadership, and empowering leadership.
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