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Leading with Cultural Intelligence
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Peter Drucker,5 the famous scholar of management, said that we are in an “age of social transformation,” a
period of our lives where social order is drastically transforming the human condition and what it means
from what we have previously known it to be. This age requires us to reflect differently than before about
our relationships, about how we resolve intercultural and social conflicts, and the consequences our
actions produce when we are not mindful of our intentions. Similarly, Daniel Pink,6 in A Whole New
Mind, speaks about a conceptual age where empathy and emotional intelligence are essential in business;
where stories and storytelling are powerful tools to create unity, develop trust, and resolve unsettled
business; and how using play can help us find life’s meaning and a deeper alignment to our core values.
The changes we see in societies around the globe necessitate a new and different paradigm for how we
come to think about culture. All this makes it harder and more challenging to think and practice cultural
competence in the same way. Gardner7 says we need to approach the challenges that differences bring
through acceptance, respect, and learning—a frame that he calls the “respectful mind.” We must engage in
intercultural situations and activities fully; we need to immerse ourselves and experience the “flow”8 in
order to harness the emotions needed to perform and learn from our cultural interactions. Leaders must
be willing to explore and create new ways of thinking and interacting with the flow of culture
Saylor - Personal Name
2nd edition
NONE
Leading with Cultural Intelligence
Management
English
2002
1-200
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