Increasing diversity in workgroups and workplaces has accentuated the importance of inclusion, allowing organizations to leverage diversity such that distinct perspectives and approaches are recognized and respected, flexibility and synergy are encouraged, information and resources are equitably available, and everyone can contribute. In this chapter, I make a case that the very concept of inclusion in diverse workgroups and workplaces might be viewed and enacted differently by diverse members due to variations in their culturally-shaped perceptions and behaviors. Consequently, I propose that cultural intelligence (CQ) is a key competence that allows individuals to reconcile and leverage these variations in perceptions and behaviors to achieve greater inclusion in workgroups and organizations. CQ helps individuals to be aware of differences in perceptions and behaviors, adjust and regulate their perceptions and behaviors to fit diverse contexts, have flexibility and empathy to learn from interactions with different others, and contribute to organizational success. Implications for research and practice are discussed.
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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
