We offer a theoretical framework based on the paradox theory of leadership to unpack and extend leader cultural intelligence (LCQ). Leaders need to be able make swift transitions between culturally diverse others on a daily basis, as they are confronted with diversity in colleagues, clients and stakeholders. This implies that they have to be able to adapt their leadership behaviors in function of the cultural context of the person and the situation, in order to be influential as a leader. We propose LCQ as an antecedent of (switching between) paradoxical leadership behaviors (PLB). We propose that LCQ consists of three elements, (1) LCQ/IC (integral complexity), (2) LCQ/BR (behavioral repertoire), and (3) LCQ/SR (meta-cognitive and emotional self-regulation), and functions as an antecedent of PLBs, which in turn predict intercultural leadership effectiveness.
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Front Matter
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Part I: CONCEPTUAL BACKGROUND OF CULTURAL INTELLIGENCE
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Part II: MEASURING CULTURAL INTELLIGENCE
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Part III: ANTECEDENTS OF CULTURAL INTELLIGENCE
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Part IV: OUTCOMES OF CULTURAL INTELLIGENCE
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Part V: CULTURAL INTELLIGENCE AND HIGHER LEVELS OF ANALYSIS
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Part VI: LOOKING BACK AND LOOKING FORWARD
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Back Matter
