Welcome
Please take the next 5 min to complete the Thomas-Kilmann
Conflict Mode Instrument (TKI) located at your table
•Consider situations when you may have experienced conflict in the workplace.
•Read over the pairs of statements describing possible responses. For each
pair, circle the “A” or “B” statement most characteristic of your own behavior.
•In some cases, neither statement may be very typical of your behavior, but
please select the response you would be more likely to use.
•Total your scores using the score sheet provided
TKI can be found online: https://www.cu.edu/sites/default/files/aug_Thomas_Kilmann.pdf
Leading with Emotional
& Cultural Intelligence
Dr. Paige E. Butler, Middlebury Institute of International Studies
Kathleen Ellwood, Anglo Educational Services
Denita Takemoto, George Washington University
Today’s Agenda
● Overview of Emotional Intelligence (EQ) and
Cultural Intelligence (CQ)
● Importance of EQ & CQ in leadership
● Case Study Discussion
● Self-Assessment
● Practical Tools & Strategies
● Q & A
Journaling Exercise
1. What images come to mind when thinking about conflict?
2. How do you deal with conflict? What do you do?
3. How do you feel when you address conflict?
About the TKI
● Based on Leadership Style Model - Blake Mouton Axis
(1964)
● Used to assess individual behavior in conflict situations
● Research shows 5 basic styles or modes for handling
conflict
Five Dimensions
Group Discussion
What images did you think of when you wrote about conflict
earlier?
How can conflict be positive?
How do you relate conflict to Emotional & Cultural
Intelligence?
Emotional Intelligence
“The ability to monitor and regulate one’s
own and other’s feelings, and to use feelings to
guide thought and action.”
Salovey and Mayer, 1990
Emotional Intelligence
“Knowing one’s internal states,
preferences, intuitions and
resources.”
Daniel Goleman,
Working with Emotional Intelligence
Emotional Intelligence
EQ
Cultural Intelligence
Cultural Intelligence
http://guff.com/15-ways-people-greet-each-other-from-countries-around-the-world/malaysia
Three Components of CQ
Knowledge / Cognitive
Action / Behavioral
Emotion / Motivational
Model of CQ
So what?
“...Growing interest in ‘real world’
intelligence includes intelligence that
focuses on specific content domains such
as social intelligence, emotional intelligence
and practical intelligence. CQ acknowledges
the practical realities of globalization and
focuses on a specific domain – intercultural
settings...” (Vedadi et al., 2010, p 27).
Relevance of EQ in the Workplace
Since January 1, 2013 Fast Company
Magazine has published 38 articles related to
emotional intelligence.
Since January 1, 2015 The Harvard Business
Review has published six articles on Emotional
intelligence in the workplace.
Business Schools Trends
Realization that a focus entirely on knowledge acquisition
does not yield the results that employers are looking for in
MBA students.
A trend in the business world in looking beyond college grades,
business schools are testing for emotional intelligence quotient
— that students have traits like empathy and resilience that
are correlated with future success.
EQ and the MBA
Since the financial crisis, a strong moral compass
and the ability to work with teams have taken on
added importance for employers.
“Now you Might Have to Show Emotional IQ to Get Into Business School”, Max
Nisen, Business Insider, May 2, 2013
New Approaches in MBA Curriculum
Three critical behaviors linked to success in the ‘new normal’:
1.Thinking differently (holistic thinking, moving away from
either or thinking)
2. Leading differently (possess multiple intelligences)
3. Creating engaging work environments
Importance of CQ for MBA Students
It is more important that students possess a
high level of awareness of the self and of
others in order to successfully navigate cross-
cultural interactions.
“Cultural Intelligence in MBA Curricula”, Mark Ahn, Larry Ettner
Multicultural Education and Technology Journal, Vol 7, No. 1, 2013
Where does CQ fit in the MBA Curriculum?
Most important attributes to increase CQ:
● International work experience
● Learning an additional language
● Obtaining an undergraduate degree overseas
GWSB Consultancy Abroad Project
What:Three-credit course as part of the core
Global MBA program curriculum.
Why: Provide students with consulting
experience outside of the United States. The
goal is for students to work on real-world, real-time
projects.
Importance of EQ & CQ for International
Education Leadership
Case Study Discussion
Strategies & Tools
Raising Awareness & Cultivating Change a) Self-Assessment
i) Conflict Management (TKI)
ii) Cultural Intelligence
iii) Emotional Intelligence (EQ Questionnaire)
b) Understanding your Strengths & Weaknesses
c) Cultivating Change and Improvement
d) Reflection
Strategies & Tools: Conflict
Management
Flex your conflict mode response by thinking through...
1. How invested in the relationship are you?
2. How important is the issue to you?
3. Do you have the energy for the conflict?
4. Are you aware of the potential consequences?
5. Are you ready for the consequences?
6. What are the consequences if you do not engage in the
conflict?
• How might your predominant style of managing conflict affect
your current workplace relationships?
•When might your predominant style of managing conflict be
most effective? Least effective?
•Are any changes necessary to contribute to establish a
common ground and promote a positive conflict culture in your
organization?
Strategies & Tools:
Conflict Management Reflection
Strategies & Tools:
Cultural Intelligence
See handouts
● Harvard Business Review - CQ Assessment (2004)
● Pearson - CQ Assessment “Where Am I Now?” (2008)
● Check online for other assessment tools
● What are your CQ strengths? Why are these your
strengths?
● What are your CQ weaknesses? Why are these your
weaknesses?
● How can you improve your overall CQ?
● Where/when will you practice new CQ skills?
● How effective are your new CQ skills?
Strategies & Tools:
Cultural Intelligence Reflection
Strategies & Tools:
Emotional Intelligence
● Emotional Intelligence Tests by
Mark Daniel
● Emotional Intelligence Appraisal @
http://www.talentsmart.com/test/
Strategies and Tools: Listening
Five Major areas of focus/listening:
1. Recalling details
2. Understanding the big picture
3. Evaluating the content
4. Empathetic listening
5. Attending to subtle cues
Mindfulness
Mindful Listening
Pair up & Listen:
What would
make this a
successful day
for you?
Tips for Leaders:
Cultivate EQ & CQ in the Workplace
1. Be present, have presence, and be visible
2. Listen without judgment, without giving advice
3. Honor your commitments
4. Cultivate an environment of trust
5. Create standards of accountability for intercultural
interactions
Meditation
Did your mind feel like a snowglobe when
meditating?
Did you have trouble
keeping focus on your breath?
Practice helps…
Closing Thoughts
Contact Us
Paige E. Butler, Ed.D.
Denita Takemoto
Kathleen Ellwood
EQ Resources
Emotional Intelligence
• Bradberry, T. & Greaves, J. (2009). Emotional Intelligence 2.0. San Diego, CA: TalentSmart.
• Chade-Meng, T. (2012). Search Inside Yourself: The Unexpected Path to Achieve Success, Happiness (and World
Peace). New York, NY: HarperCollins Publishers.
• Ciarrochi, J., & Mayer, J. D. (2007). Applying emotional intelligence: A practitioner's guide. New York: Psychology
Press.
• Emotional Intelligence Appraisal: http://www.talentsmart.com/test/
• Goleman, D. (2000). Working with Emotional Intelligence. New York, NY: Bantam Dell.
• Goleman, D. (2005). Emotional Intelligence: Why It Can Matter More Than IQ. New York, NY: Bantam Books.
• Goleman, D., Boyatzis, R. E., & McKee, A. (2002). Primal leadership: Realizing the power of emotional intelligence.
Boston, Mass: Harvard Business School Press.
• HBR’s 10 Must Reads on Managing Yourself. (2010). Boston, MA: Harvard Business Review Press.
• HBR’s 10 Must Reads On Leadership. (2011). Boston, MA: Harvard Business Review Press.
• Nhat Hanh, T. (1999). The Miracle of Mindfulness: An Introduction to the Practice of Meditation. Boston, MA: Beacon
Press.
• Seligman, M.E.P. (2004). Authentic Happiness: Using the New Positive Psychology to Realize Your Potential for
Lasting Fulfillment. New York, NY: The Free Press.
CQ Resources
Cultural Intelligence
• Earley, P. C., Ang, S., & Tan, J.-S. (2006). CQ: Developing cultural intelligence at work. Stanford, Calif: Stanford
Business Books.
• Earley, P. C., & Ang, S. (2003), "Cultural intelligence: Individual interactions across cultures", Palo Alto, Calif:
Stanford University Press.
• Earley, P. C., & Mosakowski, E. (2004), "Cultural intelligence", Harvard Business Review, Vol. 82, No. 10, pp. 139–
140.
• Earley, P. C., & Peterson, R. S. (2004), "The elusive cultural chameleon: Cultural intelligence as a new approach to
intercultural training for the global manager", Academy of Management Learning and Education, Vol. 3, No. 1, pp.
100-115.
• HBR Cross-Cultural Management (2004) HBR: https://hbr.org/2004/10/cultural-intelligence
• Janssens, M., & Brett, J. (January 01, 2006). Cultural Intelligence in Global Teams. Group & Organization
Management, 31, 1, 124-153.
• Livermore, D. (2011). The Cultural Intelligence Difference. New York, NY: American Management Association.
• Moua, M. (2013). Leading With Cultural Intelligence. Washington, DC: FlatWorld Knowledge.
• Rodrigues, C. (2009). International Management: A Cultural Approach (3rd edition). Thousand Oaks, CA: SAGE
Publications.
• Thomas, D. C., & Inkson, K. (2009). Cultural intelligence: Living and working globally. San Francisco, CA: Berrett-
Koehler Publishers.