IQ, by contrast, only predicted around 9.5% of the differences, while EQ predicted 3.5%. Although all three forms of intelligence appeared to contribute to their overall performance, CQ turned out to be the best predictor – accounting for around 25% of the variation in the officers’ success on the international missions. One study from 2011 measured the IQ, emotional intelligence, or EQ, and CQ of 126 officers studying at the Swiss Military Academy as they engaged in various assignments supporting the United Nations in foreign territories and on international training exercises. But CQ can also predict more objective aspects of job performance, such as international sales performance, negotiation skills, and overall leadership ability. Perhaps unsurprisingly, many studies have explored how expats adapt to life abroad, showing that those with the highest initial CQ will find it easier to adjust to their new life. As a result, she’ll make sure to offer suitable opportunities within the meeting for others to provide their opinions.
“CQ Strategy”, examines how you make sense of those difficult confrontations and learn from them while “CQ Action”, involves your behavioural flexibility – whether you are able to adapt your conduct like a cultural chameleon.Ī person at the top of the scale, meanwhile, might realise that silence is a sign of respect and that feedback won’t be given unless it is explicitly invited.
Then there is “CQ Knowledge”, which is an understanding of some of the general cultural differences you may face. The first is “CQ Drive” – the motivation to learn about other cultures. Typically CQ is measured through a series of questions that assess four distinct components. Together they built a comprehensive theory of CQ, which they defined as “the capability to function effectively in a variety of cultural contexts”. Christopher Earley, then at the London Business School but now dean of the school of business and economics at the University of Tasmania, Australia. These insights would lead Ang to collaborate with the organisational psychologist P. Instead, she saw that these highly capable employees were stumbling over each other’s cultural differences, leading to a breakdown in communication and understanding. Clearly, it wasn’t a question of expertise or motivation.
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